Conservation and Water Harvesting, Drought Proofing · Differences between 3rd edition and 4th ......

PMI - Pune-Deccan India Chapter On Target Newsletter Vol. 4 Issue # 3 – July 2009

Making project management indispensable for business results®

Project Management Institute - Pune-Deccan India Chapter On Target Newsletter Vol. 4 Issue # 3 – July 2009

In this Issue From the Editor's Desk

From the Editor's Desk

President's Message

Vice President's Message

Membership Updates

Articles

Feedbacks on the Newsletter

Chapter Updates

Volunteers for various Core Teams

From PMI Headquarters

Test Your Knowledge

Management Story

PM Tips… For “Q”

Tit Bits

Articles in this Issue

Insights on Risk Management in Uncertain World –

By Kartik Thakkar (PMP, ITIL, CSSGB)

International Infrastructure Projects

By Mr Debashis Majumdar, PMP

Differences between 3rd edition and 4th edition of the PMBOK®

By Shantanu Bhamare, PMP

Key Factors in Project Success

By Savita Pathak, PMP

Welcome to the July 2009 issue of OnTarget! In the April 2009 issue, we wrote about the elections to the 15th Lok Sabha, and how Project Management techniques seem to be at work in the campaign process. Well, the results of the election are now a part of Indian history, and the Government has not only assumed charge, they have even presented a Budget.

A Budget that lays great emphasis on building infrastructure for a bright and prosperous country in the decades to come. And a Budget that proposes to utilize the strength of manpower that exists in each and every nook and corner of the country to build this infrastructure. Yes, we are referring to NREGA – the National Rural Employment Guarantee Act 2005. Some of the items on NREGA’s menu are Rural Connectivity, Flood Control and Protection, Water Conservation and Water Harvesting, Drought Proofing, Micro Irrigation, Provision of Irrigation Facility to Land Development, Renovation of Traditional Water Bodies, and Land Development. For the Financial year 2009-2010, 6,379 projects have been completed under NREGA till the end of June at an investment of Rs. 1,585 crore and a further 17,83,451 projects are planned at an investment of Rs. 1,49,322 crore*. A mammoth task indeed! It is painful, however, to see that 6,42,595 of these projects are behind schedule with a little above 50% of them being delayed by more than three months. We believe that NREGA can definitely benefit from increasing it’s rigour of managing projects. All this only pertains to NREGA. The Finance Minister in his Budget has proposed allocations to other projects like Bharat Nirman, the Indira Awas Yojana and so on. Is there a role PMI can play at the National level in helping manage these projects better? We leave you with that thought. (*Sources: http://164.100.12.7/writereaddata/state_out/stworkreptemp_0910.html, http://164.100.12.7/writereaddata/state_out/wrk_behind_sch1_0910_ALL.html)

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Dear Friends, Indeed it is a great pleasure personally for me to be part of the new BOD (Board of Directors). The times ahead are challenging for all of us and we all need to renew our pledge for our committed vision “Nurture for Excellence”.

The significant aspects are reiterated for everyone’s reminder as a reference: To promote message of need for “Professional Project Management” activities in the region by way of innovative / participative approach from all the members and Corporate entities To ensure that Pune Chapter becomes the role model for everyone to follow especially in Asian region To ensure that Chapter members contribute outstanding efforts to make their individual projects a sure shot success by way of deploying PMI (USA) Professional Project Management Concepts & Methods

To promote Project Management as a functional discipline in Engineering & Management schools with active participation and support from PMI Pune Chapter in days to come

PMI - Pune-Deccan India Chapter On Target Newsletter Vol. 4 Issue # 3 – Aug 2009

PMI - Pune-Deccan India Chapter © 2008 of 22

The Year 09-10 brings to all of us new opportunities and new challenges. We have discussed many issues / new initiatives in the new BOD meetings during the last two weeks. The main objectives and priorities cover: To increase membership by undertaking new drive for membership generation

To increase awareness about PMI Pune activities in locations apart from Pune such as Nasik / Kolhapur / Aurangabad/ Goa etc To ensure better fund generation for the chapter through PMP courses and sponsorships To ensure better participation of all the members in focused group activities (NLP/Huna group / Six Sigma Group & initiative for SME group) To continue to ensure transparency in all the activities of the chapter It is one of our endeavors to make Pune as the centre of activities for PMI International for the days to come, especially for Asian initiatives. I would like to thank all of you for your active support in the past and look forward to continued support & contributions from all members of the chapter. I am confident that, together all of us will achieve our set goals- both short terms and long term!! I would like to appeal to all the members that together let us make “09-10” a memorable year for PMI Pune chapter!! Nurture for Excellence!

Girish Kelkar

President PMI Pune-Deccan India Chapter

Chapter Website: http://www.pmipunechapter.org

!!!!!! Heartiest Congratulation!!!!!!!

Girish Kelkar, President PMI Pune Chapter,

For achieving

“ PMI Component Leadership Award- 2009”

From PMI

On behalf of PMI Pune Chapter Members



2008 Board of Directors Membership Updates

New members – 84 Nos

Renewed Members – 60 Nos

Current Membership – 525+ and it’s growing fast

Welcome New & Renewed Members!

Apr 2009: 26 New Members : Mr. Nandkishor Vasudev Bhavsar, PMP, Mr. Parag K Bhayani, PMP, Mr. Ashish Dixit, PMP, Mr. Visweswara Rao Durga Bhupathi, PMP, Mr. Gautam Shahu Jadhav, PMP, Mr. Ninnad J Jagtap, Mr. Shubh Chandra Jha, Mr. ubaidur rahman khan, Mr. Chetluru Venkata Krishna, Mr. AVINASH KUMAR, Ms. Parul Lingwal, Ms. Rupali Vilas Mahajan, Mr. Gatishwar Mohan Malvadkar, Mr. Jagadish P, Mr. Kalpesh R Parikh, PMP, Mr. Sameer Pawar, Mr. Siddharth Pawar, Mrs. Anita Ajit Rajput, Mr. Praveen Kumar Singh, Mrs. Shalini Singh, Amolika Tikekar, Mr. Abhijit Vasant Vakil, Mr. Yogesh Yashwant Vaze, Mr. Sujith Velandi Kuttayil 15 Renewed Members : Mr. Virinchi Akunuri, PMP, Mr. Sunil Bakshi, PMP, Mr. Suresh S Ballal, PMP, Mr. Vikram Bapat, PMP, Mr. Udayan Devidas Belsare, Mr. Ashish Vijay Borikar, PMP, Mr. Pravin Parshuram Chavan, Mr. Sameer S Deshpande, PMP, Mr. Rajaram Krishnaswami, PMP, Mr. Narendra D Makashir, PMP, Mr. Sanjay Menon, Mr. Ashok S Pawar, PMP, Mr. Valavan Sakthivelu, PMP, Mr. Rohidas S Surliker, Mr. Parag Wakankar May 2009: 27 New Members : Mr. Lomesh Contractor, Mr. Ajay Madhav Deshmukh, Mr. Jayalal Gopi, Mr. Rajesh Mukund Jadhav, Mr. Santanu R Joshi, Ms. Vishpala Kadam, Mr. Ameya R Kamat, Mr. Prasad Prakash Kshirsagar,Ms. Jui Rohan Kudav, PMP, Mr. VINAYAK D KULKARNI,Mr. Rajesh Kumar, PMP, Mr. Pravin Bapurao Kumbhar,Mrs. Radhika Rahul Limaye, Mr. Gaurav R.C Mahindra,Mr. Mahesh Masurkar, Mr. Priyadarshan Uday Patankar,Ms. Priti Makarand Sarode, Mr. Kedar Dilip Sathe,Mr. Abhinav Shrivastava, Mr. Vijayaraghavan Sundararajan,Mr. VENGATARAMANAN THIRUPATHY SRINIVASAN, Mrs. Pallavi Shishir Valunjkar, PMP,Mr. Vishal Verma, 27 Renewed Members Mrs. Swati J. Bapat, PMP, Mr. Mandar M Barve, Mr. Shantanu Jagannath Bhamare, PMP, Mr. Kashinath R. Dixit, PMP, Mr. Dhiren S Gandhi, PMP, Mr. Vikas R Gangadhar, Mr. MANDAR ASHOK GOTHOSKAR, PMP, Mr. Sachin C Kanekar, Miss Sangeeta M Kanse, PMP, Mr. Bhushan S Khare, Mr. Ajay V Kulkarni, PMP, Mr. Shankar Mridha, PMP, Mr. Rajeev Murthy, PMP, Mr. Manish Patil, Mr. Anupam Rajan, PMP, Mr. Salil S Rajhans, Mr. Rajarama Rao Bannengala, PMP, Mr. Shrirang P Sajanapwar, Mr. Sachin Samant, PMP, Mr. Rahul A Shinde, PMP, Mr. Vidwat Thakar, PMP, Mr. Oommen Thomas, PMP, Mr. Ravishankar Vajjala, PMP, Mr. Ravi Narasimha Rao Vanukuru, PMP, Mr. Sivakumar Venkatachalam, PMP, Mr. NARENDRA KUMAR VERMA, PMP, Ms. Sangita Krishna Zaparde, PMP Jun 2009: 31 New Members : Mr. rahul awati, Mr. Madhav Manohar Bhole, Mr. Rajendra R Chate, Mr. Nitin Sudhakar Dangare, Mr. Ritesh Suresh Desale, Mr. Ajay Arvind Deshmukh, Mr. Bhushan Ramesh Dongare, PMP, Mr. Dominic Ferrao, Sr., Ms. Ishita Goel, Mr. Shreyas Nandakumar Gune, Mr. Victor Dhayalan H B, Mr. Ramana Murthy Venkata Hota, Mr. Asgari J Jinia, Mr. Tushar Joshi, Mr. Pranav Vasant kanagalekar, Mr. Uday Vasant Karandikar, Mr. Avinash Kulkarni, Mr. Shashiin Nagarsekarr, Mr. Amit Oberoi, Vinayak M Pate, Mr. Prashant A Prabhu, Mr. Prashant Vasudeo Ranade, Mr. Nitin Rathore, Mr. Paresh Manohar Risbood, Mr. Manik G Sanadi, Mr. Tushar Shah, Mr. VISHAL J SHIRSAT, Mr. Vivek Shroff Mr. Vinay D Udekar, PMP, Mr. Raja Sekhar Veerla, Mr. Manoj Kumar Vollala, PMP, Mr. Vivek Chandrakant Walunj, 18 Renewed members Mr. RAJENDRA RAGHUNATH BORASE, Mr. Hrushikesh Bornare, PMP, Mr. Rajendra A Deokar, Mr. Shashidhar P Erande, CPA, PMP, Mr. Sandesh R Gaikwad, PMP, Mr. MAHESH M GHARBUDE, PMP, Mr. Ameya Gumaste, PMP, Mr. Sanyog Jain, PMP, Dr. Kanhaiya R Jethani, Ph.D., PMP, Mr. Rajeev T Joshi, PMP, Nilesh G Khedkar, PMP, Mr. Yogesh Haribhau Kulkarni, PMP, Mr. Devinder S Lamba, PMP, Mr. Gajanan(Ajit) G. Limaye, PMP, Mr. Jagdish B Real, PMP, Mr. Pravin D Sarwade, Mr. Prashant Telang, PMP, PMI-SP, Mr. Piramanayagam Thandapani Total Chapter PMPs – 288 Nos.

President

Girish Kelkar

[email protected]

Vice-President

Shantanu Bhamare, PMP®

[email protected]

Secretary General

Sangita Kanse, PMP®

[email protected]

Marketing & Communications Director

Shyam Bhavsar, PMP®

[email protected]

Treasurer / Finance Director

Sangita Zaparde, PMP®

[email protected]

Programs Director

Shirish Deuskar, PMP®

[email protected]

Development Director

Girish Kadam, PMP®

[email protected]

Academic Interface Director

Satish Agarwal, PMP®

[email protected]

PMI National Congress Director

Narendra Kumar Verma , PMP®

[email protected]

Corporate Relations Director

Harsih S. Honwad, PMP®

[email protected]

Have You Renewed Your Membership?

Complete the membership application at: http://www.pmi.org/info/GMC_Memberships.asp



Article 1

Risk Management By Mr. Kartik A.Thakkar (PMP, ITIL, CSSGB)

Insights on Risk Management in Uncertain World – Supercharging Project Performance

ABSTRACT

Risk is inherent in life. Everything we do involves risk. Many practitioners believe that managing risks effectively will considerably improve the success of projects. If it is so, let’s first understand as what is ‘Risk’. General definition of Risk is ‘Risk Management as a process of measuring, or assessing risk and developing strategies for the same to manage it’. The definition of ‘Risk’ used by authors of A Guide to Project Management Body of Knowledge (PMBOK Guide) is consistent with most modern risk management standards. The PMBOK Guide describes as, ‘An uncertain event or condition, that if it occurs, has a positive or negative effect on project objective’. I remember famous anecdote which is as below. It reveals the two sides of a circumstance – a risk and an opportunity. Two shoe sales persons were sent to Africa to open up new markets. Three days after arrival, one sales person called office and said “I’m returning on the next flight. I can’t sell shoes here. Everybody goes barefoot”. At the same time, the other sales person sent an e-mail to factory,” The prospects are unlimited. Nobody wears shoes here. Risks provide opportunities for innovation. To differentiate from competition, project managers and organizations must see opportunities in risk and add value to client services. Risk by itself is not bad. The secret lies in striking the right balance between negative consequences and potential benefits of associated opportunity and thereby manage projects effectively. Key words: Risk Management Introduction: As a project manager you are ultimately responsible to deliver the project successfully. To deliver projects successfully, it is very important that risk management is practiced and followed systematically by diagnosing, quantifying severity, selecting cost effective approaches for minimizing the effect of threat realization of the risks to the organization. Fig 1 depicts management of risks as a key enabler to project success.

Definition: Risk Management:

Risk management is the way in which adverse effects from risk are managed and potential opportunities are realized. Therefore, risk management involves: • minimizing those things that may negatively impact upon a business • identifying and harnessing those things that will help to achieve the goals and objectives of a business.



Types of Risks: Every risk has its own distinct characteristic that requires particular management or analysis. Most people will recognize the ‘obvious’, or most apparent, risk that they are facing. For example, the owner of a take-away restaurant will immediately recognize the risk to the safety of their staff from using hot cooking oil and implements. However, the risk to the business from a new local competitor may not be as readily identified. An emerging concept in risk management is that there are three types of risk: a) Opportunity-based risk b) Uncertainty-based risk c) Hazard-based risk. Fig. 2 depicts types of risk and their management.

a) Opportunity- based risk:

There are two main aspects of opportunity-based risks: risks associated with not taking an opportunity and those associated with taking an opportunity. The latter is a conscious decision to accept identified risk associated with an opportunity and then to implement processes to minimize any negative impacts and maximize gains. Opportunity-based risk may or may not be visible or physically apparent; it is often financial; it can have a positive or negative outcome; and it can have both short-term and longer-term outcomes. Opportunity-based risks for small business include: moving a business to a new location; acquiring new property; expanding a business; and diversifying a product line.

b) Uncertainty-based risk:

Uncertainty-based risk is the risk associated with unknown and unexpected events. This type of risk has attracted more recognition as a result of events such as Y2K, September 11 and recent natural disasters such as the Asian tsunami. Uncertainty-based risks are: unknown or extremely difficult to quantify; catastrophic or disastrous in nature; associated with negative outcomes; and not possible to control or influence. Uncertainty-based risks for small business include: physical damage or damage to buildings by fire or flood; financial loss; loss of a vital supplier; unexpected loss of insurance; and loss of market share. There are various management methods to minimize the impact of uncertain events on a business. Examples are: � Disaster and emergency planning � Planning to recover from a disaster � Business continuity planning to ensure a business can continue to operate after a major disruption.

c) Hazard-based risk:

Hazard-based risk is the risk associated with a source of potential harm or a situation with the potential to cause harm. This is the most common one associated with business risk management, as addressed by occupational health and safety programs. Hazard-based risks for small business include: � Physical hazards – including noise, temperature or other environmental factors � Chemical hazards – including storage and/or use of flammable, poisonous, toxic or carcinogenic chemicals � Biological hazards – including viruses, bacteria, fungi and other hazardous organisms � Ergonomic hazards – including poor workspace design, layout or activity and equipment usage � Psychological hazards –that may result in physical or psychological harm, sexual discrimination, workload or mismatch of job specification to

employee capability.



Drivers of Risk Management: Risk management should be considered from the following three perspectives:

a) Why you want to implement risk management b) Why you should implement risk management c) Why you have to implement risk management. a) Why you want to – Benefits of Risk Management :

Small businesses can expect to encounter many benefits from applying risk management principles in a structured and systematic way. These include: � Improved communication between staff and with external stakeholders. � Improved understanding of the impacts that management practices have on a business. � Improved relationships with stakeholders such as clients, employees, suppliers and contractors. � Enhanced business planning and achievement of objectives and goals � Increased competitive advantage � Enhanced quality of product or service � Increased efficiency and productivity � Reduced budget blowouts � Reduced compliance costs.

b) Why you should – Good Business Practices

There are many reasons why a business owner should apply risk management. These include: � Increased transparency in financial management. � Enhanced staff confidence in a secure and safe work environment. � Enhanced client confidence in the quality and integrity of a product or service. � Protection of assets and the longer-term viability of the business.

c) Why you have to – Legislative Compliance

There are many legislative and regulatory requirements relating to risk management. These include: � Occupational health and safety legislation � Fair trading legislation � Contractual obligations � Insurance requirements � Financial reporting requirements.

The Process Overview of Risk Management: The risk management concept enables a systematic and realistic framework to be established for accident prevention. It refers to the whole process of:

� Discover � Assess � Strategize � Execute



Fig. 3 depicts process overview of Risk Management.

Limitations of Risk Management: The limitations of risk management, as in any management process, should be clearly recognized by the business owner and management team. These limitations include the following: � Risk management will not make decisions for the business:

Risk management can assist a business owner to make decisions. However, these decisions will be limited by the depth of the research and analysis of risk, the individual (s) involved in the risk assessment, their relevant experience and exposure to risk management and, most importantly, who has not been involved.

� Risk management will not guarantee freedom from all risk: While it is impossible to be able to predict all negative consequences to a business, risk management can help a business owner to be prepared for an adverse consequence.

� Risk management will not guarantee that accidents won’t happen:

To err is human and where humans are involved there is always the possibility that a mistake may happen that will lead to an incident.

� Risk assessments will not be all-encompassing and are therefore not fail-safe:

The risk assessment should attempt to identify all significant risk but it will be limited by the resources available, including information at hand, involvement of stakeholders, time and budget.

References:

1. Lars Harms-Ringdahl. Safety Analysis -- Principles and Practice in Occupational Safety. 2. Institution of Occupational Safety & Health. Risk Assessment -- A Practical Guide. 3. Ted S. Ferry. Modern Accident Investigation and Analysis, second edition. 4. Jeffrey W. Vincoli, Basic Guide to System Safety

Author:

Kartik Thakkar (PMP, ITIL, CSSGB) is ‘Project Manager’ in Business Solution Consulting practice of ‘Siemens Information

Systems Limited’. He has publications in International Journals and Conferences. He has got rich experience of 12 years in Business Consulting Solutions for various industry verticals working with Automotive and Retail companies.

He can be reached at [email protected].



PMP Workshop on PMBOK 4th Edition By Pune Chapter

PMP Workshop on PMBOK 4th Edition Learning Objectives: The course will enable participants to …

• Understand the complete picture of PMBOK® • Understand the 5 process groups and 9 knowledge areas as described in the PMBOK ® • Understand inputs, outputs, tools & techniques essential for each of the project management processes

described in PMBOK® • Learn the effective approach to confidently appearing for the examination • Gain a solid confidence of undertaking the examination

Course Details

• Course Timings: 08:00 to 18:00 hrs everyday • Venue: At a convenient central location which will be communicated to participants soon. • Maximum number of participants in a batch 20 Only • Charges: Rs. 14,000/- (NO additional taxes) which includes Training Kit and Lunch, Tea / Coffee for all 4

days. • For group of 3+ persons: Rs. 13,500/- each • For Chapter Paid Members: Rs. 13,000/- each (can't be clubbed with group discount)

For more details download PMP Preparatory Workshop Brochure from www.pmipunechapter.org For queries contact [email protected]

PMI Certification and the Job Market PMI administers a globally recognized professional credential program that promotes professional development and maintains an ISO 9001 certification in Quality Management Systems. Earlier this year, PMI's leadership as the global certification body for project management was further advanced when the Project Management Professional (PMP®) credential process received ISO 17024 accreditation. This distinction benefits PMI members and PMP holders in several ways:

• It elevates the status of PMP holders on projects, within organizations and within the global project management community

• It allows organizations that employ PMP holders to reference the ISO 17024 certification as a qualifier for competence and capability of their employees

• It assures those professionals considering PMP certification that PMI's certification system is recognized in the global business community

Maintaining Your Credential PMI’s certification maintenance through the Continuing Certification Requirements (CCR) program sets its credentials apart. And in a competitive job market, the right credential can mean the difference between getting the job or not. The Institute requires individuals to maintain their credential’s active status. Individuals who do not maintain this status allow their credentials to expire and are no longer allowed to refer to themselves as Program Management Professionals (PgMPSM), PMP or Certified Associate in Project Management (CAPM®) holders. While nothing is required to maintain an academic degree, continuing education is a requirement for maintaining most PMI credentials. Participation in continuing education activities indicates to your peers, employers and employees that you are committed to professional development.



Article 2

INTERNATIONAL INFRASTRUCTURE PROJECTS By Mr Debashis Majumdar, PMP

APPLICATION OF TOOLS AND TECHNIQUES OF PROJECT MANAGEMENT KNOWLEDGE AREAS IN COMPLEX INTERNATIONAL INFRASTRUCTURE PROJECTS

The international project environment provides the right platform to a certified Project Management Professional (PMP) to harness his skill of managing a complex project by right application of all nine knowledge areas in concerted way. If the project environment is less complex and the projects operations are repetitive and monotonous, one qualified project professional having PMP certification may not be aware of discovering his skill set and hidden potential. After having certified as a qualified project professional by PMI in Sept’05, I developed a keen desire to engage myself in arduous international project environment, where most of the things are hostile and unknown. Executing a project in different country under various constraints amidst multiple cultures throws a special challenge to any kind of management professional. It is an important aspect for practicing PMP s to know how to strike balance in handling people from various ethnic cultures and share opinions of each other to achieve the common objective. My current organization provided me with unique opportunity to work in such a project. The Company acquired the largest copper mine in Zambia, a mineral rich country in central Africa, and I joined in the core project team to add infrastructure for the huge capacity expansion of the mine as per strategic growth plan of the company. Shifting from a comfort zone of home nation to an African country to work in an unknown situation for setting up a multimillion dollar project was no less painful. I being an electrical engineer was asked to manage projects for deep mining infrastructure and expected to run a team of mix medley of hard core people gathered from six nations to do a project of high risk and full of uncertainties, but the project professional (or any management professional) has to be prepared to work anywhere in the current dynamic world without having any prejudice in his zone of operation. “Human resource management” and “Communication management” plays very vital role in these kinds of projects. When people of different nationalities gather in a project as experts of various fields, everyone wants to be the top dog and team building becomes a great challenge for the “owner’s” project managers. In our team we have large Chinese consortium as designer, “shaft sinkers” and equipment provider whereas South African consulting companies as mining and engineering experts as well as polish and Zambians. All of them have got different backgrounds and assimilation of all ideas for the common cause was not that easy task. Under such condition, team building and conflict management technique as part of “Human resource management” play vital role. Unless a common system is developed and all processes related to roles and responsibilities, review meetings, engineering / method approval procedures are documented; the project might find hiccups and progress would be marred. In such case all the processes covered under “organization planning”, ‘team development” of this knowledge area come into play. Strict control is required to exercise on such laid down procedures to maintain uninterrupted flow on the project. As it is commonly known in Project Management fraternity, “Communication” encompasses 80% task of the project manager. When a project is being set up in a country where resource is scanty, the whole world is open to the performing organization. At least 8 nations are involved to deliver various resources for the project and formalizing a system to monitor all deliverables and integration of the same with project schedule is an uphill task. Any missing link creates havoc in the project progress and processes like “communication planning” and “information distribution” covered under “communication management” are very widely applicable. Communication to various nationalities is another constraint and project manager has to adopt all the skills to retrieve information from various partners of the project, especially who are not proficient in English language. Important meetings with Chinese or Korean partners are generally carried out through interpreters. it is not unusual that information come in the distorted way. Through continuous interactions and experience it becomes a practice to get the information relevant to any activity, but this throws a big challenge to the team members involved in such kind of project. The high performing organizations expect reliable summary level reporting from the project team and at the end of each month it becomes important task for the project manager to collect information from all the partners scattered all over to get “correct information” as per agreed format for integrating same in the form of “S Curve” or like. Risk plays another important factor for these kinds of projects. Choice of consortium partners by the principle contractor is often unknown and their mode of understanding about the type of project in the foreign land plays one of major risks. The kind of project I am associated with constitutes “shaft sinking” as one of the important activities and project schedule largely depend upon “historical information” like borehole data of different strata of ground where shaft sinking would take place as well as “assumptions” like rate of shaft sinking, delivery time of heavy equipment from different countries (Zambia is a land lock country and for port facilities we largely depend upon neighboring countries), time of lowering equipment to fronts 1 km below ground level where installation would take place, rate of installing heavy duty pipes through 1 km vertical shaft etc. Also type of contract, like “Fixed price” or “cost plus” also play major part in terms of coat, quality and schedule risk. These factors throw numerous challenges to the project team for “Schedule development” and all sorts of preventive actions are to be continuously planned to maximize the positive events and minimizing the consequences of adverse events. As a very important role, the international project managers are to be aware of the effect of cultural differences in terms of languages, cultural values, nonverbal actions and cultural practices. If such aspects are not properly controlled, these can easily impede project progress. I often faced this problem when integrating intercontinental way of workings, which sometimes led to unpleasant situation, but skillfully managed. When the world is becoming a small place, we have to embrace diversity – cultural difference makes a project more fun and challenging.

Mr Debashis Majumdar, PMP Working as a Senior Project Manager, with an experience of more than 9 years comprising of technical, functional and management skills. Presently working in Zambia on multinational project



Article 3

What are differences between Third edition and Fourth edition of the PMBOK® By Shantanu Bhamare

What are differences between Third edition and Fourth edition of the PMBOK® Guide? The Fourth Edition continues to reflect the evolving knowledge within the profession of project management. Like previous editions it represents generally recognized good practice in the profession. However, the Fourth Edition also reflects a focus on improved consistency and clarity. Great consideration was given by the project teams to remove redundant information and add clarifying statements where needed. Terminology was updated only to present process names consistently in a verb-noun format. The PMBOK® Guide—Fourth Edition continues the tradition of excellence in project management with a standard that is easy to understand and implement. The major differences between the Third Edition and the Fourth Edition are summarized below: • All process names are in a verb-noun format • Enterprise Environmental Factors were more clearly defined to avoid confusion with Organizational Process Assets. • A standard approach for discussing requested changes, preventive actions, corrective actions and defect repairs was employed. • The processes decreased from 44 to 42. Two processes were deleted, two processes were added and 6 processes were reconfigured into 4 processes in the procurement Knowledge Area. • To provide clarity a distinction was made between the project management plan and project documents used to manage the project. • The distinction between the information in the Project Charter and the Project Scope Statement was clarified. • The process flow diagrams at the beginning of chapters 4-12 have been deleted and replaced with data flow diagrams. • A data flow diagram for each process has been created. • A new appendix was added that addresses key interpersonal skills that a project manager utilizes when managing a project • “Develop Preliminary Scope Statement” deleted • “Close Project” changed to “Close Project or Phase” • “Plan Scope” deleted • “Collect requirements” added • “Manage Project Team” moved from a controlling process to an executing process • “Plan purchase and Acquisitions” and “Plan Contracting” changed to “Plan Procurements” • “Request Seller Responses” and “Select Sellers” changed to “Conduct Procurements” • “Manage Stakeholders” changed to “Manage Stakeholder Expectations” • “Arrow Diagramming Method” being rarely used, it is no longer considered for most projects, most of the time and has been removed from chapter 6 • More explanations on earned value in chapter 7 and “To Complete Performance Index” calculation added • “Develop Project Team” and “Manage Project Team” have been expanded concerning people skills in chapter 8 • “Teaming Agreements” introduced in chapter 12 • New appendix on project management people skills • Expanded and updated glossary New Exam Date : On or after June 30th of 2009

Changes to the Eligibility Criteria and Passing Score : Unlike the previous exam change cycle, it appears there will be no changes to the eligibility criteria, the application process or the passing score for the PMP® examination.

Our Vice President Shantanu Bhamare, PMP®, MBA was part of Content Contributors & Content Reviewers on the teams to update and rewrite PMI’s most influential global standard: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) —Fourth Edition. His contact details : [email protected] / [email protected]. Blog : http://sbhamare.blogspot.com/

� Shantanu Bhamare, PMP, MBA is a Project Management Professional (PMP) certified from Project

Management Institute (PMI) USA . He is a Bachelor Of Engineering in Computers from Pune. He has also done Post Graduate Diploma In Advanced Computing from CDAC, Pune, Mobile Computing from the Indian Institute of Technology (IIT), Bombay & MBA in IT & Finance.

� He is currently working with IBM as a Deputy General Manager. He has over 18 years of professional experience in

the IT industry on software projects enabling a wide variety of domains such as eCommerce, CRM & Telecom.



Article 4

Key Factors in Project Success By Savita Pathak

Key Factors in Project Success If there is one question that bothers an organization, it is how to ensure a project’s success. For every project success criteria can be different and it is very important to define them at the beginning of the project. The level of satisfaction of all stakeholders helps in measuring the level of success of a project. In a typical project, project sponsor would like to complete the project within the agreed timeframe and cost. Customers or end-users would like to get the product or services of the desired functionality, attributes and acceptable quality. A Project Manager must see to it that the sponsor’s aspirations are fulfilled while ensuring the customer satisfaction within the prescribed time limits and budgetary allocation. Outcome of a project is no doubt important but so is the journey towards it. Effective utilization of the resources on hand and balancing the risks involved all contribute to the end-result. As practicing PMs we are all too familiar with the theory and definitions on project management. What we experience during our stint of managing projects depends on the organizations’ culture, commitment to quality and following the best practices. There are some common experiences which have stood the test of time, geography, business area, types of projects and personalities. The factors which shape up the fate of a project and drive it to a successful completion can definitely be controlled from the word ‘go’. This article tries to list and analyze some of the important factors that contribute to a project’s success with reference to software projects. However, they are not limited to the ones listed below. More examples can be found in various other business areas. Business Requirement & Scoping – While a client can give an overall description of the current business practices and what is expected out of the new project, more often than not the PM also has to act as a consultant. One should probe enough to identify detailed business requirements. Seemingly insignificant facts can have a sizeable impact on the overall scope of the project. This is especially so if the customer is moving from a manual environment to the automated environment for the first time. For example, creating master maintenance programs can be part of the scope. However, data migration from a home-grown application or from an Excel sheet to the new system can be assumed to be part of scope by the client but is an added effort for the performing organization. Close to Accurate Estimation – To ensure the project profitability it is very important that the effort estimation is as close to reality as possible. In fixed price contract the time estimation can make or break the project. Breaking down the overall scope into phases and modules and creating a detailed activity list is an essential step. The team members identified to work on these tasks are best equipped to provide the effort estimates for these activities. Their experience on the projects of similar nature can prove vital. They must be trained to assess the work involved and estimate the expected time. It is a good way of ensuring a ‘buy in’ from them. If the estimates originate from them rather than be forced on them they are more likely to be committed in achieving those. Important as a PM is to create a time buffer which need not be shared with the team at the outset. Raise Timely Flags and Alerts – In spite of best efforts to manage the project within the estimated time and cost sometimes delays are unavoidable. The reasons can vary from internal factors such as technological roadblocks to resources non-availability to client’s response time to other external factors such as economic slowdown to political situation. Whatever the reason, delays, roadblocks, overshooting of the budgets should be flagged immediately to the management. There could be help available from unexpected quarters. There could be technological break-through just at the right time or part-time resources could be made available from other projects. In case of genuine hurdles scope of the system can be renegotiated or some of the features could be pushed to the next phase. The management can decide to communicate to the client out of control factors and bring on track the controllable ones. Documentation – Most of the time documentation is viewed as a ‘necessary evil’. It is found to be uninteresting and routine activity. And this impression can stem only from inexperience. For one, it is mandatory to provide certain documentation as a part of project deliverables. It is also an excellent reference source. When in doubt documentation on past projects provides a path for future action. A common pitfall is initial documents are created diligently and updates to the same are given a miss. Documents should be kept updated all the time. Using templates as much as possible and sharing the ones created by you with others enhances the possibility of more successful projects by an organization. Templates act as checklists and save from rework. They bring standardization and uniformity. Communication – A PM spends about 85-90% time on communication with internal and external stakeholders. A large part of communication is oriented towards managing stakeholders’ expectations. Documenting and sharing relevant information to identified stakeholders plays a major role in a project’s success. Regular communication to all stakeholders starting from project plan to resource load chart to project progress reports ensure common understanding and avoid surprises. For customers it can be progress report, samples of work completed and interim demos. Sign offs from the customer are important in safe-guarding performing organizations interests. Team Satisfaction – While a lot is said, written and analyzed about customer satisfaction and project profitability, team satisfaction is equally important. The ownership of a project comes only if the team feels proud to be an integral part of the project. There should be a complete clarity on the roles and responsibilities of the team members. A motivated and bonded team goes a long way in achieving great results.

Savita Pathak, a certified PMP carries experience of more than a decade in the software industry. At present she works with BISIL as Project Manager and heads Deliveries Team on BPM based solutions for the last 5 years. Savita also has a flair for technical writing and manages the content development and publishing activity for the organization. A post-graduate from IMDR in Financial Management she has worked in various capacities in India and abroad. She has worked as Sr. Senior Systems Analyst with Team Software, Personnel Manager with KPIT and Software Quality Administrator with Unisys, Bahrain.

In her free time she enjoys outdoor activities like trekking, camping, spending time with family and reading.



Feedback on the Newsletter

Please send your valuable feedback to Editorial Team to:

[email protected] or [email protected]

We could not publish this Newsletter in July 2009 due to some unavoidable reasons. We express sincere apology for the delay.

Chapter Updates

Award from PMI

Our President Girish Kelkar, President PMI Pune Chapter, has been awarded by PMI, “ PMI Component Leadership Award- 2009” details will be featured in September issue of Asia Pacific e-Link

30 May 2009 - AGM 2009

Annual General Meeting for all PMI Pune chapters was successfully held on 30 May 2009. BOD shared views and plans for 2009-10, The exchange of information’s was held in conductive environment and received very good response and support from all Chapter members.

Digital InfoTech Group has sponsored Best Projects Awards for:

• Student Category

• Working professional category

PMI Pune - Deccan Chapter is collaborating with following institutes as part of academic

interface to promote Project Management principles at college level....

Bharati Vidyapeeth, Amplify, Pune

Indira Institute of Management, Pune

Next Quarter Monthly Seminars

12 Sep 2009 - Monthly Seminar 10 Oct 2009 - Monthly Seminar

08 Nov 2009 - Monthly Seminar

Fund Raising cultural program is planned in Oct 2009, expecting a support from all members

Announcement

Project Management conference, India event is planned in Nov 2009 at Hyderabad, please visit our site for more details.

http://pmipunechapter.org/events/pmc-hyd09/index.htm



From PMI Headquarters Events for Next Quarter

Fourth coming Event Section from PMI HQ’s

Aug 2009 10 to 14 Aug 2008 PMI Seminar World, An Intensive Program, Atlanta Sep 2009 09 to 11 Sep 2009 Annual Project Flow conference by Montgomery, Alabama, USA Oct 2009

10 to 13 Oct 2009 PMI Global Congress- 2009- North America

Last Quarter Seminars conducted by PMI Pune - Deccan Chapter

Current PMI Standards Program Products :

May 2009 09 May 2009 Importance of Security in Global Delivery Projects – Nina Godbole

Banking & Financial Domain Overview – Aan Chauhan

11 May 2009 “Responsibility sharing between Project Managers and Systems Engineers” by Mr. Carl J. Dister

Jun 2009

13 Jun 2009 Work Life Balance - How to enjoy life and keep your job – By Shivakumar C S - PMP® Best Practice Guidelines on Using Microsoft® Project - By Ashish Dhoke - PMP®

Jul 2009 12 Jul 2009 New trends in large deals in IT space – By Satish K Bora - PMP® Differences between PMBOK 4th edition versus 3rd edition – By Shantanu

J Bhamare - PMP® Aug 2009

08 Aug 2009 Managing End-to-End Testing in Multi-Vendor Scenario – By Sheshadri Naik - PMP®

Managing & Driving the transformation of Pune traffic – By Rajendra Sidhaye

Note

• Monthly seminars are FREE FOR ALL / NO Entry FEE; one does not have to be Pune - Deccan Chapter member to attend this seminar. All our seminars are on second Saturday of each month for everyone's information.

• Practicing PMPs can earn 1 to 2 PDUs (Professional Development Units) by attending this seminar.

• Non paid members may subscribe to On Target Newsletter by paying marginal amount of Rs. 100/- Annually. All payments must be paid in advance. Checks payable to: "PMI Pune-Deccan India Chapter", Payable at: Pune, India. You may bring the cheque on seminar day and handover to Sangeeta Zaparde (Finance Director) OR Omkar Gurjar (Marketing & Communications Director). Please write your Name, email ID & Date of Subscription backside of the check.

To subscribe to PMI Pune-Deccan India Chapter:

• Visit http://finance.groups.yahoo.com/group/pmi-pune-chapter and click on - Join this group! Button.

• Send an email to [email protected] with the following information: Name, Personal Email, Home Phone, Mobile No, Company Name, Work Email, Work Phone, Designation, PMI Member (paid membership fees), and Pune - Deccan Chapter Member (paid $10)?

Chapter website: www.pmipunechapter.org



Test Your Knowledge Submitted by Mr. Vijay NR

PMP® Realistic Questions:

Case 1. On 28'th of May, Reena, the executive of Kingfisher Airlines called me and said, "Vijay, I can finally give you Pune-Hyderabad air ticket in INR 3354/- and Hyderabad-Pune, via Bangalore would be in INR 4500/-". What kind of contract this case resembles?

1. Time and Material 2. Fixed Price 3. Cost Reimbursable 4. Cost Plus Incentive

Case 2. I grabbed the air-ticket. Flight was on 30’Th May at 11.00 AM. I reached to the airport on time, was sitting at waiting lounge. After some time I heard that flight was going to be late by two hours. Further, there was another announcement by airline office that they would like to offer a complimentary lunch to all passengers to compensate against the late flight. What kind of conflict resolution technique the given situation indicates?

1. Confronting (problem solving). 2. Smoothing 3. Compromising 4. Avoidance

Case 3. Finally I reached Hyderabad. Next day I had PMP exam at Prometric Center in Banjara hill. I attempted the exam, passed successfully and came to the waiting room outside. I noticed that there were another two guys and a security person were already sitting; both guys also just had attempted PMP exam, out of which one passed and other failed. I joined them and we started discussing on the guides that we referred for preparation. How many communications channels were established on this PMP exam preparation topic?

1. 3 2. 6 3. 1 4. 4

Case 4. On 5’Th June, I returned to Pune and directly went to office. Dale was already prepared with a list of tasks that I was supposed to work on priority: To initiate first task, I, along with my reference, went to visit a land to see the feasibility to setup our new business unit near to Hinjewadi IT Park of Pune. After a quick land survey, the owner of the land invited us for a tea; the owner is also a well-established farmer within the vicinity. After a wonderful tea, we returned to my car to head back to office. However I found that the farmer, through his boy, kept a big bag in my car with full of fruits, vegetables and other products of his farms. If I had accepted this from the farmer, which ethic and conduct I would have followed?

1. Do not violate the law of the country. 2. Take and give relationship. 3. Farmers' culture to gift to visitors. 4. Pay to local property owners or PMs.

Case 5. Next week, I'd be going to Beijing for two weeks to purchase IP series boxes of Nokia devices and to establish business relationships with a company in China. My flight is on June 20 early morning from Mumbai. I'm enthusiastic to prepare for this trip and doing following activities at this weekend. Which is the most appropriate?

1. Find top two Chinese restaurants in Pune and try to practice having the Chinese dishes. 2. Go to Crossword bookshop at S. B. Road and buy a handy book on Chinese culture. 3. Make a list of items that family members will suggest on, but don't include too many kitchenware. 4. Ask the boss what he would like to have from Beijing.



Answers Case 1. Answer 2. Fixed Price Clarification: In this type of contract, one price is agreed upon for all the work i.e. travel from Pune to Hyderabad within INR 3354/-. Similarly travel from Hyderabad to Pune, via Bangalore within INR 4500/- Case 2. Answer 3. Compromising Clarification: Compromising deals with finding solutions that bring some degree of satisfaction to both parties. This is a lose-lose situation since no party gets everything. The flight was delayed, airline arranged the lunch for passengers that passengers might have had once they would have reached on time to destination. Airline delayed their flight; in lieu they arranged the lunch for passengers. And passengers lost their time; in lieu they received lunch from airline. And airline lost additional cost incurred for passengers' lunch paid at airport. Both the parties lost something - lose-lose situation. Case 3. Answer 1. 3 Clarification: Formula to calculate communication channels = N(N-1)/2. For the discussions, there were 3 people; 2 guys already sitting and myself 3’rd. Therefore 3(3-1)/2 = 6/2 = 3 Case 4. Answer 3. Farmers' culture to gift to visitors. Clarification: You can accept a reasonable gift if it is a social or cultural custom of that country or region. Case 5. Answer 2. Go to Crossword bookshop at S. B. Road and buy a handy book on Chinese culture. Clarification: Reference on preventing culture shock. The puzzlement that occurs when you find yourself working with other cultures in a different environment or country. Learning, educating yourself in advance about the different cultures will help prevent the culture shock.

Top 10 Reasons NOT to Use Project Management

10. Our customers really love us, so they don't care if our products are late and don't work.

9. I know there is a well-developed project management body of knowledge, but I can't find it under this mess on my desk.

8. All our projects are easy, and they don't have cost, schedule, and technical risks anyway.

7. Organizing to manage projects isn't compatible with our culture, and the last thing we need around this place is change.

6. We aren't smart enough to implement project management without stifling creativity and offending our technical geniuses.

5. We might have to understand our customers' requirements and document a lot of stuff, and that is such a bother.

4. Project management requires integrity and courage, so they would have to pay me extra.

3. Our bosses won't provide the support needed for project management; they want us to get better results through magic.

2. We'd have to apply project management blindly to all projects regardless of size and complexity, and that would be stupid.

1. We figure it's more profitable to have 50% overruns than to spend 10% on project management to fix them.



Management Story

Submitted by:- Shyam Bhavsar, PMP

Story of Goose Formation … Lesson for Project Manager

Fact 1: As each goose flaps its wings it creates an "uplift" for the birds that follow. By flying in a "V" formation, the whole flock adds 71% greater flying range than if each bird flew alone.

Lesson: People who share a common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of one another. Fact 2:

When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it. Lesson:

If we have as much sense as a goose we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others. Fact 3:

When the lead goose tires, it rotates back into the formation and another goose flies to the point position. Lesson: It pays to take turns doing the hard tasks and sharing leadership. As with geese, people are interdependent on each other's skills, capabilities and unique arrangements of gifts, talents or resources. Fact 4:

The geese flying in formation honk to encourage those up front to keep up their speed. Lesson: We need to make sure honking is encouraging. In groups where there is encouragement the production is much greater. The power of encouragement (to stand by one's heart or core values and encourage the heart and core of others) is the quality of honking we seek. Fact 5: When a goose gets sick, wounded, or shot down, two geese drop out of formation and follow it down to help and protect it. They stay with it until it dies or is able to fly again. Then, they launch out with another formation or catch up with the flock. Lesson:

If we have as much sense as geese, we will stand by each other in difficult times as well as when we are strong.



PM Tips for “Q”

Submitted by:- Shyam Bhavsar, PMP

Leaders Role for Rules, Procedures and Discipline

Have you ever noticed how children are constantly pushing boundaries and checking how far they can push things? It is a natural thing to do as

they Endeavour to discover what works and why. As we get older, we may disguise it a bit better, but the truth is, people will still test the boundaries.

Maybe we see if we can take a shortcut in how we do think or we challenge what someone says. It may take various forms, but the truth is, it is human

nature to want to push the boundaries at some level.

The same applies in business. There are procedures, processes and standards we apply to ensure that the business stays on course and continues

to improve. However, human nature being what it is, people will start to take short cuts or ease off on the rules or requirements. People will also

challenge the rules to see if they apply in various circumstances or if they still apply under different leadership etc.

The important point for leaders to understand is that it is human nature for people to act like this and not to get annoyed and upset by this

behavior. It is also the leaders role to remind people what the rules are and what they stand for. This is not in a confrontational manner, but rather to

remind people what is expected and how they need to behave. People will generally respond to this well if done in a inclusive manner and not in a

dictatorial manner. People want to know how they are doing and where they stand.

However, there is another aspect of this that we need to remember in our role as leaders. Having our rules and procedures challenged is a good

thing. When they are challenged, it makes us think about them and gives us the opportunity to ask ourselves if these rules or procedures still apply?

Many rules, processes and procedures were very valid when they were designed but circumstances have overtaken them and now they are not the

most effective way of doing things. So as leaders we need to welcome the challenges that give us the opportunity to re-consider the value of what we are

doing and either expose it as no longer the best way, or strengthen it.

The questions this month are aimed at two levels. The first group are:

• Are you clear on the rules that you are firm on? These are ones we don’t compromise on. They are basis of integrity and ethics. We do not

compromise on these rules because they are part of defining what we stand for and who we are.

• How good are you at setting them and defining them.

• How good are you at this and can you sustain it?

The second group of questions are:

• How good are you at challenging, and allowing challenges, that are good for the business? In other words, what is the culture in your business

and what is your mindset when challenges take place?

• Do you embrace the challenges as something that can benefit the business or do you use answers like, “That is not the way we do things around

here” and get defensive?

• Do you allow and welcome the challenges that make sure what we have processes in our business that are good for us and will help us achieve

higher levels of performance?

There is a time to defend and then a time to be open to challenges. I hope this has helped you consider how you are doing, especially at a time when

business is under pressure and the market is so competitive.

Have a great quarter and best wishes



Tit Bits



Important Information’s

Swine Flu………

Dear All You might have read about outbreak of Swine flu in Pune city, Just want to update you on the decease and the prevention for that. Swine Influenza (swine flu) is a respiratory disease of pigs caused by Type A influenza viruses that causes regular outbreaks in pigs. These viruses have been reported to spread from person-to-person. Various international agencies (US Centers for Disease Control & Prevention, World Health Organization) have determined that this swine influenza A (H1N1) virus is contagious and is spreading from human to human. The symptoms of swine flu in people are similar to the symptoms of regular human flu and include fever, cough, sore throat, body aches, headache, chills and fatigue. Precautions:- 1. Cover your nose and mouth with a tissue when you cough or sneeze. Throw the tissue in the trash after you use it. 2. Wash your hands often with soap and water, especially after you cough or sneeze. Alcohol-based hand cleaners are also effective. 3. Avoid touching your eyes, nose or mouth. The virus can spread this way. 4. Try to avoid close contact with sick people. 5. If you get sick with influenza, stay home from work or school and limit contact with others to keep from infecting them. 6. If you are sick, limit your contact with other people as much as possible. Do not go to work or school if ill. 7. Cover your mouth and nose with a tissue when coughing or sneezing. It may prevent those around you from getting sick. Put your used tissue in

the waste basket 8. Cover your cough or sneeze if you do not have a tissue. Then, clean your hands, and do so every time you cough or sneeze.

This is just to make you aware of 15 pre-screening centers for SWINE FLU which are set up by PMC. There is no need to go to Naidu/Aundh hospitals immediately for swine flu testing. You can go to one of following 15 pre-screening centers if you think you have symptoms of FLU.

• Erandwane:Nalstop Chowk,near padale palace,karve road, pune-4. Contact: Dr. Sarita Ganala,Phone:9764000939. • Anandibai Narhar Gadgil hospital:Near mhatre Bridge,Dattawadi.Contact,Dr.Jyotsna Khole, Phone:9422987953. • Balaji Rakhmaji Gaikwad Hospital: Opposite Lingayat Creamatorium,Timber market Ganj Peth. Contact:Dr.Sandhya Bahule. • Kalavatibai Mavale Hospital:283,Near Modi Ganpati,Narayan Peth. Contact:Dr.Nila Limaye.Phone:9881385015. • Mamasaheb Badade Hospital:558 Nana Peth Mutton market,Laxmi Road,Nana Peth. Contact:Dr.Swati Joshi. • Hutatma Babu Genu Hospital:529 Raviwar Peth,Sonya Maruti Chowk,Laxmi road.Contact:Dr.Dinesh Bende.Phone:9421018878 • Siddhart Hospital:Opposite Vishrantwadi Police Chowki,Alandi Road. Contact:Dr.Bhagwant Ghagare.Phone:9423004811 • Shivshankar Pote Hospital:Near Padmavati Pumping Station,Satara Road,Sahakarnagar. Contact:Dr.Vidhya Rajwade.Phone:9422520930. • Junglerao Kondiba Amrale Hospital:565 Shivajinagar,Near Income Tax Building.Contact:Dr.Aparna Gokhale.Phone:982321410 • Baburao Genba Shewale Hospital:47 Aundh Road Khadki. Contact:Dr.Madhuri Gore.Phone:9823224789 • Damodar Raoji Galande Patil Hospital:Kalyaninagar,Near Don Bosco school,Shastrinagar,Yerwada. Contact:Dr.Ujjwala Khisti.

Phone:9730571404. • Dr.Kotnis Arogya Kendra:Gadikhana,Near Mandai,Shukrawarpeth. Contact:Dr.Asmita Bhoi. Phone:9850992960 • Bapusaheb Genuji Kapdepatil Hospital:Demko Colony Koregaon Park.Contact:Dr.Jaya Bhondve Phone:9922504428 • Rohidas Kirad Hospital:Burudi bridge,Bak lane,Ganesh Peth.Contact:Chandrashekhar Gujar. • Jayabhai Nanasaheb Sutar Maternity Home:Near Gujrat colony,Kothrudgaon.Contact:Dr.Shyam Satpute. Phone:9823217047

We hope this information's will help you. Editorial Team

PMI Pune Chapter



We need Volunteers to work in Various Core Teams

Why volunteer for the PMI Pune - Deccan India Chapter?

Opportunity to influence the direction of the chapter, and possibly the global organization

Gain a greater understanding of the Project Management Institute

Meet project management practitioners from multiple organizations

Advance your career!

New Friends and Colleagues!

Earn PDU's by Volunteering 1) Finance Team

• To help mobilize funds for Chapter activities

• Creation of balance sheet and other financial documents as required by government bodies and auditors.

• Keeping track of cash inflows and outflows.

• Making chapter financially strong

• Getting sponsorship for chapter

• Bank account maintenance 2) Programs Team

• To Provide high quality, professional programs / events / seminars

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3) Marketing & Communications Team

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• To Promote professional development among chapter members

• To Develop plans for and coordinate the chapter’s external educational activities which may include PMP study groups, seminars, workshops, courses, professional development days and other educational activities

• To Oversee the re-certification program and its activities 5) Corporate Relations Team

• To Promote professional development among various corporate / sectors

• To become interface between various corporate / sectors and chapter.

• To promote chapter events / seminars / workshops / projects in various corporate / sectors.

• To get Sponsors / Partners from various corporate / sectors



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Request

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2. Non registered PMI Pune-Deccan India members, in order to be in touch with up-to-date happenings & real life experience in Project Management, subscribe to On Target Newsletter by paying marginal amount of Rs. 100/- Annually. All payments must be paid in advance. Cheques payable to: “PMI Pune-Deccan India Chapter”, Payable at: Pune, India. Can be mailed to: Customer Care Representative of Pune Deccan India Chapter office at 15, Sthairya Society, Near Nav Sahyadri Post Office, Behind Tol Hospital, Karvenagar, Pune, Maharashtra, India, Pin- 411052, Telephone : +91-9922909060.. Please write your Name, email ID & Date of Subscription on the reverse of the check. You can contact by email to: [email protected] or [email protected]

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PMI Pune-Deccan India Chapter’s On Target Quarterly Newsletter

The Marketing & Communications Director, PMI Pune-Deccan India Chapter, as a benefit to its membership, publishes "On Target" Quarterly Newsletter and is not responsible for unsolicited / copyright material. Views expressed in the Articles are that of Individuals and in no way express views of the Chapter / Editorial Board. PMI Pune-Deccan India Chapter does not endorse or recommend specific products, vendors, or services that advertise. Editorial Board reserves the rights to edit submissions for clarity & style.

Editorial Team

Vasu Ramanujam

[email protected]

Shantanu Bhamare, PMP®

[email protected]

Shyam Bhavsar, PMP®

[email protected]

[email protected]

Udyan Belsare, PMP®

[email protected]

For further information or to inquire about advertising / sponsorship : [email protected]

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“PMI” and PMI Logo are service and trademarks registered in the US and other nations; “PMP” and the PMP logo are certification marks registered in the US and other nations.



-: From :-

Project Management Institute - Pune-Deccan India Chapter

15, Sthairya Society, Near Nav Sahyadri Post Office, Behind Tol Hospital, Karvenagar, Pune, Maharashtra, Pin: 411 052, India.

Telephone: +91- 9922909060

E-mail: [email protected]

Website: http://www.pmipunechapter.org

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