PM Essence Nov 2016 - PMI Bangalore Chapter Vaidh, PMP, PMI-ACP Soumen De, PMP Sujata Sahu, PMP PM...

Volume - 4 - Issue 8 November 2016

Chapter News

- Capt. L. N. Prasad

Managing kick off meetings

for global . . .

- David Trickey

Stone Soup and Leadership

- Rich Mironov

Being Multi Skilled . . .

- Sayi Sarat Chandra Parvatam

Me, Myself, I.

Chronicles of a Solo Tester

- Vikas Satyamurthy

The Lighter Side of PM

- Rajiv

DID YOU KNOW?

Co

nte

nts

Q. This is an unintended

break in a network diagram of

Project schedule.

Thanks and Best Wishes

Soumen De, PMP

[email protected]

Editor’s NoteEditor’s NoteDear Friends,

Greetings from PMI Bangalore India Chapter!

During last month, in a sudden move, Tata Trusts replaced Cyrus Mistry as the

Chairman of Tata Sons. Chairman Emeritus Ratan Tata was chosen interim chairman

and a selection committee was set up to select a new chairman within four months.

This was a surprise to most of us, especially for those who take great deal of interest in following

corporate news. And the breaking news hungry news channels, got their fodder for next one months at

the least. Immediately reason, justification, expert opinions started making the rounds and anybody

and everybody had an opinion to offer. Sacked unceremoniously, a “shocked” Mistry levelled a series of

allegations against Tata and contended that he was relegated to a “lame duck” chairman. Tata recently

made an announcement that his removal was absolutely necessary for future of the group. Some

speculate that there was a clash of cultures and management style, whereas others feel there was a

concern over the erosion of long-held 'values' and the reversal of certain policies and practices. The

remark presented above are not my personal opinion but are the related news sprinkled all over the

place in the media. I am in no position to comment on who erred on the wrong side. However as a

Project Manager and a leader working in a corporate world for a long time, I could get few “Lessons

Learned” from the above episode. Like we are always told that perception is reality. How your

stakeholders perceives you determines what happens to you. Probably Mistry was not able to carry the

stakeholders along with him or align them with his 'definition of change’.

Probably there was too much of 'culture’ clash between the old guard

and the now-sacked Mistry's leadership team. As leaders we need to first

check if our management and stakeholders support what we think is

'right things (e.g. strategy) to do’. It may not yield the desired results,

esp if the organization structure is huge and complex, if we execute the

“change” without obtaining their buy-in or aligning with them. One

might argue, that another strategy would be to change the

'stakeholders', make them aligned, before executing the change.

Another “Lessons Learned” is it costs a lot of money and 'goodwill' if there is Mis-Hire or Wrong Hire.

The more senior the level of Mis Hire, the more is impact. A lot of resources were put behind finding a

successor of Ratan Tata - something not many companies and even group can afford to do. When we

hire we typically look for 'business competencies’ in the candidate but recognizing the ability of the

candidates to adjust with the eco system of the company and key stakeholders is important. These

'behavioral' or non-technical aspects, that can lead to Mis-hiring should be an important criteria to look

for in the candidates during hiring. It may be a case that Mistry was incompetent, but is may be a case

that he did not fit well with the company culture. At this point we are not sure how the thing unfolds in

due course of time, but as Project Managers, it definitely provided some good insights into how to

manage things in corporate world.

Happy Reading.

Chapter News

Editorial Board

- Capt. L. N. Prasad

Murali Santhanam, PMP

Namita Gupta, PMP, PMI-ACP

Rama K, PMP, PMI-ACP

Shikha Vaidh, PMP, PMI-ACP

Soumen De, PMP

Sujata Sahu, PMP

PM Primer: th The 8 Annual Session of

PM Primer was held at NIMHANS thConvention Centre on 19 October 2016.

Continued on Page 7...

Nearly 400 students from various Engineering and

Management colleges participated in the program.

The program was inaugurated by Ms. Nemi

Chandra, Chief Designer, Hindustan

Aeronautics Ltd. The students were

given an introduction to Project

Management concepts and later a

discussion on the various aspects of

the Project Management practices

were also held.

Managing kick off meetings for global projectteams: 10 key questions to chew over

2 Page


Managing kick off meetings for global projectteams: 10 key questions to chew over

- David Trickey

members in more face-saving cultures

what is important for them to be able to

contribute at their best on the project.

Don't be afraid to ask 'what else?' a

number of times or 'what's one thing I

can do to support you so you can perform

at your best?' Ask what you need to know

about their local situation which can

impact positively or negatively on their

contribution. Particular pressures should

be noted and dealt with as early as

possible, perhaps by influencing their

direct bosses. Ensure that team members

unload any frustrations on you, the

project manager, BEFORE bringing them

still burning to the kick off meetings.

When people arrive at multicultural

meetings they tend to be tribal and sit

with people they already know. Ensure

people rotate during the day around

different mixed nationality tables and

have time to discuss issues together and

report back to plenary. How you set the

room up is vital, for example a horseshoe

formation of tables and chairs is just

going to focus on the speaker at the

front. Create islands using a cabaret style

and offer regular opportunities for

members to explore issues at their

tables, such as different working practices

or cultural profiles. Invest in people

getting to know each other as people (the

Tree of Life activity in the book is a

powerful but simply way of doing this).

Keep presentations to a maximum of 15-

20 minutes each before working in

subgroups. Avoiding getting everyone to

introduce themselves formally, as in a

3. How should we start the meeting?

team of 20 this can take an agonizing

hour in itself. Instead get everyone to

think of something most people in the

room don't know about them and then

give them 15 minutes to walk around the

room individually meeting as many of the

members as possible to exchange, collect

and remember 'personal insights'. Then

in plenary say everyone's name in turn

and get the others to say what they have

found out about them. Just 30 minutes

and they're all involved. During the

course of the day, ensure you make

people feel recognized by mentioning

everyone's special local knowledge,

experience and competencies which they

bring to the team.

Ensure that you invite the key sponsors

and stakeholders to the kick off meeting

– most project teams don't. They should

give the team the bigger picture so they

understand how this project and their

role in it connects with other projects and

the wider strategy of the global

organization.

Be aware of the potential resentments

between younger project skills oriented

people and older expert technicians.

There also might be members who feel

'second class citizens' in an organization

where although everyone is officially

equal, some members (if they are close

to the headquarters or are in the majority

or who are native speakers of English)

seem to be more equal than others.

At a minimum, ask members to forward a

short profile with a photo and including

both professional and personal

information. Send a template of what you

expect (if not you'll get a CV!).

4. Who should be invited?

5. Who should I be especially

sensitive towards?

6. What pre-work should I ask from

team members?

Face-to-face meetings at the start of

international projects are a precious

investment of time and money. Without

doubt in the very near future they will

become the exception rather than the

rule, as technology allows us to

reproduce and may even improve on the

richness of meeting “in the flesh”.

However, many project leaders recognize

the value of bringing together the core or

even extended team for eyeball-to-

eyeball contact and interaction. We have

noted down 10 questions which Project

Managers should ask themselves to get

the most out of this limited time together

and ensure such kick off meetings “work

their magic” to increase trust,

commitment and collaboration in the

longer term.

Plan a face-to-face kick off meeting well

ahead, avoiding any national holidays of

team members. This type of meeting is

precious both in terms of cost but also in

terms of ROI for the team. Multicultural

teams tend to take longer to integrate at

a deeper level because of language and

cultural differences, so ensure there will

be balanced airtime between soft issues

linked to relationship building and hard

issues relating to goals, roles and targets.

You only have one chance to create a first

impression and first impressions set the

atmosphere in the team for weeks to

come. Will this be a team where thought

has obviously gone into making members

feel understood, engaged and involved or

will it be a series of one-way 'alignment

presentations' which could be more

efficiently managed by sending out videos

to each other and saving the travel time

and costs?

Interview the key players at least by

phone before they come to the kick off.

Have patience in finding out from

1. How will we get the most out of

the face-to-face dimension?

2. What's on the mind of my team

members?

PM Article

Continued on Page 6...

Breakdown people's instinct to work

within their own tribal groups

Stone Soup and Leadership


you're going to spend your time. Grab

the ladle and stir. GSD.

In particular, there's a temptation for you

to wait for someone more senior (with

'strategy' in his title) to show up with a

thoughtfully prioritized product strategy.

Rarely happens. Or the strategy includes

contradictory initiatives. Or it's mostly

buzzwords and science fiction. Real

product strategy happens when top-down

market goals meet reality-based bottom-

up prioritization. You need to get your

team focused on the two most important

items while everyone else is updating

PPTs. Start feeding improved products to

hungry customers but don't tell anyone

that you're being strategic.

It doesn't matter if you call yourself

product manager, product owner or

pastry chef. Leadership is about setting

clear direction and having people follow

voluntarily. Because you're collectively

doing the right things and collectively

celebrating progress. Because better

product is shipping and more customers

are posting rave reviews. Because

everyone is helping in the kitchen. You

earn the right to lead by delivering better

results for those who participate, not by

flashing your business card.

BTW, bloviating about how “product

managers are the CEOs of their products”

is a silly waste of air. It's obviously not

true unless we have hire/fire/promote

authority over our development teams.

And makes us sound self-important.

Instead, consider calling yourself a

“product wilderness guide” or “market

segment success enabler” or “champion

of meaningful customer outcomes.”

You're a product leader if you draw up

the menu and everyone willingly does

their part in the kitchen. If you don't wait

for permission, or titles, or the perfect

organization. Because the proof of the

pudding is in the collective eating.

[3] Leadership is about outcomes,

not titles

SOUND BYTE

A hungry old soldier arrives at a village,

and the villagers hide their food rather

than offer to feed him. Thinking

creatively, he picks up a stone and

announces that he will be making stone

soup, which villagers can share if they are

willing to contribute. The woman who

lends her large kettle will get soup, as will

the old man adding a few onions.

Donated carrots, cabbages, a bit of

meat… Simmered up together, the soup is

nourishing and everyone gets to eat.

The soldier, of course, provides (only) a

common goal and a keen understanding

of motivations. The stone is purely

ceremonial. This transfers directly to

product managers – and others with

heavily matrixed roles.

Remember that no one works for us:

developers and designers and tech

writers are in their own functional groups

or scrum teams. Marketing and Sales

report up through the revenue side of the

house. Finance and Support have their

own issues. We're not the boss of

anyone. Plenty of responsibility, but no

actual authority.

So getting products built takes a big

ladleful of leadership. It's not enough to

have a development team assigned:

we've got to provide a shared

understanding of customer problems and

a desire to address those problems. We

need to engage our teams' hearts and

minds. Otherwise, we serve up flavorless

features and pro forma story points.

A few specific applications of stone soup

theory:

If you're newly assigned to a

development team, especially if they've

been without good product management,

you only have three or four weeks to

demonstrate that you really add value.

That their days are better because you

are involved. You need to rapidly assess

the product/team/situation, build a

backlog of potential quick wins, and make

[1] Deliver some tangible/tasty

results in your first 30 days

Stone Soup and Leadership- Rich Mironov

some visible improvements. You have to

get busy making soup.

• Organize some customer feedback

calls and share your notes — or have

devs listen in on the calls.

• Intercept a low value/high visibility

sales escalation. Remind everyone

that you're now the blocker for

development interrupts.

• Pull developers, testers and UX

designers into the same room to sort

out some amorphous feature.

• Brief your folks on pending deals and

sales pipelines, emphasizing that lots

of customers are using (loving) their

work.

• Create (or find) your product's market

success metrics and talk the team

through the numbers.

This is proof-by-example: doing

something useful that your team will

notice and appreciate. Getting one dev to

say to another: “I'm not really sure

what's changed, but we seem more

engaged and productive than last week.

This product management thing is pretty

tasty.”

Every company is confused about the

boundaries of product management, and

who should do what. You could spend

your first month parsing job descriptions

and arguing about the perfect

development workflow, or you can make

some unilateral decisions about how

Possibilities:

[2] Don't wait for permission or

organizational clarity

PM Article

Being Multi Skilled is the need of the Hour

4 Page


Being Multi Skilled is the need of the Hour- Sayi Sarat Chandra Parvatam

In established IT companies, the

employees are made to learn multi-

tasking and are learning multiple skills,

not out of their interest but out of the

organizations demand. And for an

employee accustomed to the normal way

of single work format, it might not be

possible to suddenly become an expert in

various fields and to transform into a

multi-tasker over-night. Hence,

companies are not forcing everyone to

become good at everything. It is enough

if people have the basic knowledge about

as many things as possible and have the

ability to manage the situations in case of

emergencies.

But it will be better to be as good at as

many skills as possible. The only way to

achieve this is to be flexible enough to

increment the knowledge in little

amounts on a daily basis. This will surely

make anyone a multi-skilled expert in the

long run. Two majorly important things to

be considered for the need of becoming

multitaskers or multi-skilled persons are

as follows:

The importance of time: As a professional

everyone will know the importance of

time. It is that one asset, the most

valuable, in fact, valuable than money.

Every professional life is a set of 35-40

years of day time spent in one

organization or the other with a hope for

better life. Seeing time to be a limited

and non-renewable resource, the best

possible way of utilizing it can be done

only through multi-tasking which brings

out the best in us.

Happiness of learning: There has been a

recent research that states that there is a

peculiar link between happiness and

learning. Learning something new always

makes us happier and happiness is

something everyone ultimately aims at. A

little and constant learning on a daily

basis keeps us happy and also helps in

making a drastic growth in our

professional life.

Thus, multitasking and being multi-skilled

combined with agility is a necessity and

paves way towards growth for any

average IT employee.

While multi-tasking is a must in today's

fast-paced world, being multi-skilled has

become a necessity for employees so as

to withstand their roles and positions. A

multi-skilled person is always sought

after in any organization and the IT

industry is nothing different from it.

Agility being the major formula followed

by the industry as a whole makes every

organization to demand its employees to

multitask. The willingness to learn

continuously and the ability to accept

change on a regular basis is the key to

multitasking. Widening the areas of

interest, and continuous efforts in the

overall development of skill set are the

basic requirements for a multi-skilled

person.

Startups can be a good place to observe

the need of multi-skilled persons and

multi-taskers. The human resources in a

Startup are very limited. Even a Startup

has the need to fulfill the works of as

many departments as that of a

professionally experienced IT company. A

single person taking care of various

exclusive things in the start-up comes

more from the need of the situation than

the personal interest of the employees in

the organization. So, naturally the people

working for startups and small scale

industries are by default good multi-

taskers than the traditional employees of

a big MNC.

PM Article

Article Contribution

“There is no greater agony than bearing an untold story inside you.”

- Maya Angelou”

This monthly newsletter is a forum where anyone can contribute through articles on Project

Management and related topics. Give wings to your writing skills and don't keep any untold

experience with you.

You can also claim PDUs for your contribution under category D (Creating new Project Management

knowledge). Additionally it helps you in improving your writing skills. Use this opportunity and excel

in the field of Project Management.

You can send your Articles or route your queries to :

or

Please note that you do not need to be a PMI or Chapter member to contribute articles for

PM Essence and participate in monthly events.

[email protected] [email protected]

Me, Myself, I. Chronicles of a Solo Tester


my way. At one point, eventually, my

testing skills may reach a point of

saturation and without competition I do

not have a scope to measure myself too.

The regression testing is a long and a

tiring journey which requires me to

design, execute, report and close. Things

go messy when the developers won't

agree on a particular issue and it is tough

to deal with 5 of them against me all

alone. It's a heavyweight battle to prove

them wrong and sometimes, I just give

up. There are times when I feel very

incompetent when I see the coders work.

They use algorithms, mathematics and

technology to build and I am the fault-

finder. which is sometimes not so

gratifying. I feel sad that my attitude

demands me to be doubtful, cynical and

unacceptable.

In coming days, the traditional methods

must be broken. There should be no

separate testing or development team. It

should be one team of software builders.

A large team can be broken into smaller

groups. It provides better micro

management and agility with the increase

in mutual learning experience leading to

an amazing and a performing team.

Better decision making abilities will be

developed. Collective brainstorming can

be done resulting in an efficient

development cycle.

So in conclusion, I'd like to say…, oops!

found a bug. Be right back.

I began as a lone tester in my project and

the initial days were really tough. I was

surrounded by the developers and it was

difficult to understand their lingo and

coders jargon were intimidating most of

the times. But it helped me in many

ways.

I understood the pulse of the developers

by being part of that team. Being part of

their countless brainstorming sessions, I

started feeling their frustration when a

tester reopens an issue and the

satisfaction when issues are closed. When

there is a bug, they explain the root

cause by diving deep into the problem,

the solution, the limitations and the time

required. They also seek my advice or my

approach; and the best part is, it works,

just like that.

Being a solo tester is dreading but also

has its own perks and I'm glad I'm one. I

am now more technically sound (I know

how stack overflow works) and can think

like a developer. I started learning coding

and developed my first module. It was

one of the best learning experiences of

my life. It's a challenge that every tester

should take.

It makes us understand how the

development process works, not just the

theory of it.

When you are the only tester, the

developers will lend a hand in testing.

They wisely test it once before giving you

Me, Myself, I. Chronicles of a Solo Tester

the test build. There is usually less formal

documentation as they sit right next to

you and can be alerted about the issues

immediately.

The communication is smooth, easy and

quick.

Traditional testers are always or

sometimes not very savvy with the

development team. There is always that

friction between the two teams that leads

to a lot of delay in getting the issues

resolved. But it's different here, in my

case, it's one team. The developers

accept me as one among their pack and

on the contrary, I see them as my pride.

The downside of my journey so far has

been the 'idle timeouts'. While the

developers are busy coding, I just sit

there blank. Also I'm always the lone

wolf, I need to carry a lot of

responsibilities. I'm answerable to all the

issues, especially when the clients find

one. But the biggest flaw is the lack of

diverse testing. There is only one way,

PM Article - Vikas Satyamurthy

PM Open space is one of the

collaborative initiative by PMI

Bangalore India Chapter and

Corporate entities in ITPL &

Whitefield Hub to connect with

PM community on quarterly

basis. The PM Open Space

organises PM Industry Practitioners Event with the help of

likeminded volunteers. These events provide opportunities of

bringing together Project Management professionals to learn,

share & grow. The event usually have a luminary speaker who

covers topic about PM knowledge area from leadership

perspective.

Till now this community has held 3 PM Open space events this is thgaining lot of momentum. On October 13 2016 PM open space

event was organised @ ABB Global campus. Mr. Ashok Soota,

Executive Chairman of Happiest Mind gave his talk on

“Optimizing Business Value through Project Excellence”.

Mr. Soota touched upon number of factors with which PM can

make a difference. He emphasised on Know Your Customers'

Customer (KYCC) for PM's to understand where their project is

making the strategic impact. His key message has been that

“Project can fail and will fail but it's important as Project

Management professional how you identify risks and manage

them along with managing key stakeholders”. After the session

there was a lively Q&A session where he shared his personal

experiences he had over his long career.

Overall there are 220+ people joined this event and event was

also webcasted to a number of Whitefield organisations.

The main host of the event was Mr. Wilhelm Wiese Head, India

Development Center, ABB Global supported by Mr. Srikanth

Ranganathan, Vice President of Engineering Huawei. Core

Volunteers who planned & executed this event have been drawn

from various companies like Mr. Palash Gupta, Huawei, Mr. K.S.

Bhat, Mr. Gladstoe Leslie Samuel from ABB Global, Mr. Ravi

Murthy from SAP.

Next PM Open Space session will be held at SAP Campus.

PM Open Space Community Event

6 Page


8. How should we start to build

trust?

9. Do I need an external facilitator?

10. Should we organize a dinner in a

nearby restaurant?

Remember that trust is built differently

across cultures and so ensure you

understand your team members' trust

criteria. When you don't know what

others need to feel trusted, why not ask

them? Getting everyone to note down

what they see as the most important

factor to trust colleagues on this project

and then explaining why this is so

important to them can provide a first

insight into how people on the team may

need to be treated differently.

Not necessarily. For example, the tools

included in our book Managing Challenges

across Cultures: a multicultural project

team toolbox can support Project

Managers in running their own kick off

meetings with plenty of structure, variety

and insight. However, if the PM needs to

be fully focused on technical issues and

detail it is hard to also attend to the

process. External facilitation can also be

useful if the PM has limited experience

with managing multicultural teams at a

distance. If there are conflicting agendas

within the team a neutral person could be

especially useful. Their role is not to get a

team out of trouble, but to help the team

to improve the process of working

productively together – to creatively

manage differences and stalemates and

ensure high levels of commitment

because everyone feels heard and

involved.

It depends how it's organized. As we

said, in the early stages of a multicultural

team there is tribalism. In our experience

people with the prospect of sitting one to

two hours with a person for dinner will

chose to sit next to someone they already

know. Cultural clusters tend to form. This

runs completely contrary to the your

needs as the PM which is to create

connection between those who DON'T

know each other – but may need to

collaborate together at a distance

afterwards - overcoming tribalism. A few

suggestions: organize the dinner so that

people change table at different times

during the evening (eg. a 'tapas evening'

so that after every course lasting 20

minutes people changed table

configuration and met everyone over the

duration of the evening), organize a

social activity where people do things

together (e.g. a pre-dinner cocktail

making evening where in three teams

they had to create an original cocktail to

be evaluated by official 'tasters' from the

other teams), or run a learning

experience before, during or after dinner.

Fast can be slow in global project teams,

and taking the care to answer these

questions will ensure that the precious

face-to-face time is a real investment in

the future stability in the team. Perhaps a

metaphor will help.

If you take a pack of chewing gum and

take out a new piece, it's easy to break it

in half. It's fragile, with low elasticity. But

chew it for a while and then take it out

and pull it between your fingers...and you

have a new substance which can stretch

for meters. The right face-to-face kick off

will act as the chewing process, as

relationships mixed with trust can then

stretch across distance and overcome the

brittleness of their original state.

These should be shared among the team

before they arrive so that people can find

things in common (“Ah, I saw you're

interested in photography too…I'm a

Canon fan, and you?”).

It will be tempting to get down to the

technical challenges immediately (after

all the deadlines are pressing). Our

advice, however, is once you have placed

the project in a bigger organizational

picture, have clarified common goals,

roles, interdependencies, challenges and

targets, then focus on the how: bring the

different perspectives and understandings

of the process to the surface. Careful

facilitation is needed here and the tools in

our book will help you to structure this

exploration of differences so that

everyone contributes meaningfully.

Without participation at this stage there

will be low commitment and ultimately

accountability will be missing. Be aware

of different instinctive approaches people

can have for contributing where some

cultural groups find it easy to take the

floor or ask questions, but others are

more cautious, as well as personality

types (ie. Extrovert / introvert

differences, where some people need to

talk to think while others prefer thinking

before they talk). You may need to

control the usual suspects who can start

to dominate the talking (and the

thinking) within the team. Multicultural

teams have high levels of potential

collective intelligence, but it requires

Project Managers who are prepared to

create the space for the quiet divergent

voices.

7. How should I manage the pace of

the meeting?

Careful about those

who take up too much airtime

Across cultures we often

have different routes to building trust

Managing kick off ... continued from Page 2


Chapter News ... continued from Page 1

A. every task should have at least one

predecessor and at least one

successor. The obvious exception

is the project start milestone,

which has no predecessor, and the

project complete milestone, which

has no successor.

When a task lacks a predecessor

and/or successor, in other words, a

task missing required logical

relationships, has a 'hanger,' which

is an unintended break in the

project network diagram. The

problem is that the forward and

backward pass calculations will be

incomplete and possibly wrong

because each hanger results in a

roadblock for critical path method

calculations.

[

A basic scheduling rule is that

Source - Internet]

PM Footprints:

Saturday PM Footprints for E&C Forum:

During the month of October 2016, two thPM Footprints session were held. On 6 October 2016,

Mr. Pavan Machavolu, Deputy General Manager at

Mercedes-Benz Research and Development India Pvt Ltd.,

spoke on the topic "Implementing a complex project in a

global context”.

thOn 20 October 2016,

Mr. Ravi Murthy, Engineering Manager from SAP Labs India

Pvt Ltd., spoke on the topic "What the Mountains have to

teach us about team building". Both the talks were well

attended.

As a part

of the E&C Forum, during the month of October, two talks thwere held. On 15 October 2016, Mr. Velan Murali,

Executive Director, Arcadis India Pvt. Limited, spoke

on the topic “Golf Course Construction –

Procurement and Cost Management Challenges”.

The second talk was delivered by Mr. A. N. Prakash,

Managing Director, M/s A N Prakash Construction

Project Management Consultants Pvt. Ltd., on the

topic “Humour Essential to Project Management”.

Both the talks were well received.

The monthly PMP Quest training session was also

held during the month of October.

PMI Bangalore India Chapter has been striving to spread

knowledge & practices about Project Management across

different sectors & industries. Karnataka has traditionally

been a city of preference for Defence, Space & Aerospace.

Research & Production establishments has a great track record

of delivering programs of national importance. Now, with many

other global multinational & private sector institutions putting

their investments for setting up state of the art global scale

facilities, this industry is expected to leapfrog in next few

years.

With Defence & Space Industries tasked with strategic projects

for the country, the success of their programs projects

requires that the project management skills percolate to

different levels within the organizations and institutions. There

have been many success stories with remarkable outcomes

but with changing customer requirements due to the

continuously changing environment, technological innovations,

skill challenges, need for honing skills and competencies is a

continuous process for every organization. There are unique

challenges and project management frameworks would call for

special ideas and experiences to address stakeholders'

demands & deliver successful strategic demands of security

and other national initiatives.

Considering these challenges PMI Bangalore India Chapter has

created Defence, Space, Aerospace & PSU Industry (DAPSU)

Forum to focus on helping Project Management community for

dissemination of current knowledge, tool & practices and

thought leadership under the guidance of the subject matter

experts from the industry.

The DAPSU will have Advisory Board comprising of luminaries

from Defence & Space Institutions & Research Establishments,

Leading PSU's in Bangalore, Member Associations in this

Sector and PMI Bangalore India Chapter Board members.

The PMI Bangalore India Chapter Board and the Advisory thBoard met on 15 October 2016 to kick off this initiative. The

meeting discussed and agreed on the following aspects:

Vision, Mission, and Objectives

Structure

Governance/Advisory Board and Other Stakeholders

Cross-pollinate learning from the E&C Forum

Forum Initiatives

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Formation of Defence, Space, Aerospace

and PSU (DAPSU) Industry Forum

8 Page


PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bengaluru - 560 027, Karnataka, India

[email protected] +91 80 6583 3671, +91 80 2211 5772, +91 98868 14078http://www.pmibangalorechapter.org

ValueWorks; [email protected]

PM Essence

Disclaimer

“The mission of PM Essence is to facilitate the exchange of information among professionals in the field of

project and program management, provide them with practical tools and techniques, and serve as a

forum for discussion of emerging trends and issues in project management. PM Essence is YOUR

Newsletter and Bangalore Chapter welcomes story ideas and/or suggestions to make it still better. More

information can be found on the Chapter's website.”

All articles in PM Essence are the views of the authors and not necessarily those of PMI or PMI Bangalore

India Chapter. Unless otherwise specified, it is assumed that the senders have done due diligence in

getting necessary copyright and official clearance in respect of all letters and articles sent to PM Essence

for publication. PMI Bangalore India Chapter is not responsible for loss, damage, or any other injury to

unsolicited manuscripts or other material.

Dear Members,

Membership Statistics: Our Chapter had 87 new

members and 86 members renewed their membership in

October 2016. On behalf of PMI Bangalore India Chapter,

I welcome all new members and thank them for

renewing their membership.

EEP Update: Members who missed to renew their

membership post December 2015 can still avail

membership fee benefit of $65 as part of Economic

Exception Program, Renew your membership today.

Appended is the list of few FREE web-based seminars

(webinars) for November 2016, we have shared same

list to your registered email; this is a good opportunity to

earn PDUs and claim at PMI to maintain your credentials.

PM Member’s Corner

The Lighter Side of PM

Technology Support : Ramesh Chandra Pathak, PMP

For any queries or suggestions, please write to Balakrishna Kasibatla, PMP, VP Membership, PMI Bangalore India Chapter at [email protected]

For more webinars, please logon to ProjectManagement.com with your PMI credentials.

Member's Speak

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“Joined PMI Bangalore India Chapter as it provides Opportunities to work with fellow practitioners to learn on product management and share

my experience in Project Management and delivery.” – Abhishek Verma (1943362)

“I am actively seeking PMP certification and joined Chapter to leverage the resources and opportunities PMI Bangalore India Chapter provides for

PM professionals.” – Devidas Vitthal Rao Kasar (4678816)

“Joined PMI Bangalore India Chapter as it provides opportunities to network, learn and share knowledge.” – Swaroop Bharadwaj (4676115)

“I am a Project Management professional and activity seeking PMP certification and looking forward to connect with fellow practitioners to learn,

share and grow”. – Ashok Hegde (1519326)

PM Essence Nov 2016 - PMI Bangalore Chapter Vaidh, PMP, PMI-ACP Soumen De, PMP Sujata Sahu, PMP PM...

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