My Career profile

M.V.Kannan

Scientist / Engineer – G (RETD)

Head, Projects Division, PPEG

ISRO Satellite Centre

Bangalore

CHALLENGES DURING CAREER

INDIAN SPACE PROGRAMME

BORN IN THE 60’S …

VISION FOR NATIONAL

DEVELOPMENT

APPLICATIONS

DRIVEN AND

SELF-RELIANT

COMMUNICATIONS,

REMOTE SENSING,

METEOROLOGY,

SPACE SCIENCES, SPACE

TRANSPORTATION….

STRATEGIC AND

TECHNOLOGICAL

CAPABILITY

EXCELLENT INTERFACE

WITH USER AGENCIES,

GOVT DEPARTMENTS

DEVELOP A TRIAD FOR

SPACE ACTIVITIES -

GOVERNMENT,

INDUSTRY & ACADEMIA

LEADERSHIP IN GLOBAL ARENA

INSAT IRSLAUNCH

VEHICLES

NATIONAL SPACE SYSTEMS

ISRO ORGANISATION CHART

Core

Technical

Techno-

Managerial

ISAC ORGANISATION STRUCTURE - TYPICAL

STRUCTURES GROUP

Design & Development Structural Analysis Structural Testing

PPEG

PROJECTS

BOMD

HRD

PROJECTS HRD

MIS STC

S/C Missions realized : 54 till 2010

23 satellites in orbit (in operation)

• Remote Sensing : 10

• Communication : 12

• Others : 1

On going Projects : 25

ISRO SPACECRAFT MISSIONS

Mechanical Systems Area (MSA) - STRUCTURES

1973 - 1981: Engineer, Structural Analysis

1981 - 2003: Head, Experimental Stress Analysis & Structural Testing

POSITIONS HELD IN SPACECRAFT PROJECTS

1981 – 2003: STRUCTURAL ANALYST - ANURADHA 3SAN21

Project Engineer - SROSS-1

Programme Manager - SROSS-2

Deputy Project Director - SROSS- C & SROSS-C2

Deputy Project Director - INSAT-3B

Deputy Project Director - GSAT-1

Programme Planning and Evaluation Group (PPEG):

From 2003 : Head ,Projects Division, Programme Planning & Evaluation Group (PPEG)

Deputy Project Director (Astronaut Training Centre) -HSP

PROFILE ( POSITIONS )

� Structural Analysis

� Experimental Stress Analysis

� Structural Testing

� Static Load Tests

� Dynamic Tests

� Project Management

� Inter - project coordination

� Integrated project planning , scheduling ,Monitoring & control – Multi-

Project Environment

� Project prioritization

� Resource allocation – infrastructure planning & duty cycle planning

(need aspect, installation & commissioning, operations planning

w.r.t project needs)

CORE COMPETENCE

1. Structural analysis (FEM) software tools (Tailored

to requirements)

• No readymade tools for structural analysis

• Memory & CPU Constraints

Solution:

• Continuous learning

• knowledge management

• Formulation of analytical tools

CHALLENGES ( Core Technical )

2. Structural Testing-S/C & Structural Elements

• Establishment of test methodology and loading system

• Setting up of experimental stress analysis lab and

supporting analytical tools

• Optimal reuse of test processes

Achieved Through:

• Continuous learning

• up gradation of infrastructure

• innovation

CHALLENGES ( Core Technical )

Research

Scholar

Ideal Techno

Manager

Misfit Business

ManagerLow

High

HighLow

T

E

C

H

C

O

M

P

E

T

E

N

C

Y

MANAGERIAL QUOTIENT

WHAT IT TAKES…..

M

A

N

A

G

E

M

E

N

T

L

V

E

L

S

TYPES OF SKILLS

Technical Skills

Interpersonal Skills

Administrative and

conceptual Skills

III Level

Management

(Executives)

II Level

Management

(Managers)

I Level

Management

(Supervisors)

MANAGERIAL SKILL MIX

Paradigm shift in job description

• People management skills

• EQ

• Breadth of understanding

CHALLENGES ( Project Management )

1. Development Related

ENVIRONMENT

ACTIVITIES

PERSPECTIVE

TEAM SIZE

LABORATORY DESK

TESTING

HARDWARE

DESIGN

DECISION MAKING

MIS

MONITORING

FOCUSSED

IN DEPTH

WIDER

BIRD’S EYE VIEW

SMALL MID SIZE

2. Cultural Environment Related


3. Shift in core competence

Technical Techno-Managerial

� Focused Approach

– Delivery of qualifiedsubsystem prevails

– Directed by mission

needs

– Constrained by schedule

� Broad level approach with a

bird’s eye view

– Total success of project

realisation prevails

– Directed by overall

programme needs

– Constrained by

infrastructure / resources-

man power,facility &

budget


3. Shift in core competence……

Technical Techno-Managerial

� Accomplishment with consistent

approach

� Result oriented

� Best utilisation of infrastructure

resources on a single activity

� Prevalence of individual wisdom

� Part of implementation of a

management decision with

technical contribution

� Accomplishment taking in to

account of alternatives

� Object oriented

� Optimal utilisation of infrastructure

resources for multiple activities

� Collective wisdom

� Part of management decision

making process with technical

approach


4. Mobilsing organisational opinion and being a

party to the evolution of organisational decisions

• Result oriented approach changed to object oriented

approach

• Matrix organisation structure with specialized technical

teams holding line responsibilities for deliverables to

simultaneously running numerous projects competing for

limited resources

Approach:

• Inter-project coordination

• Infrastructure planning and resources priorization

Results in:

Sensitizing decision making points on related issues before

time , based on careful analysis


5. Challenges of staff functions

Advisory/supporting role

• Dealing with Line complaints through better

interpersonal coordination and demonstration of

live examples (Examples:PCBs, CEFF,Facilities)

• Importance of realising the stresses of

interdisciplinary approach

(Intra-subsystems conflicts)

• Carrot and Stick policy


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