PMI Newsletter Apr 2014 - PMI Bangalore India · Rama K., PMP, PMI-ACP Shikha Vaidh, PMP, PMI-ACP...

Thanks and Best Wishes

Soumen De, PMP

[email protected]

Editor’s NoteEditor’s NoteDear Friends,

Greetings from PMI Bangalore India Chapter!

I think one of the biggest events that we are heading to witness is the national general

election. This general election is taking place in nine phases, the longest election in the

country's history, from 7 April to 12 May 2014 to constitute the 16 Lok Sabha in India.

Voting will take place in all 543 parliamentary constituencies of India to elect members of

parliament in the Lok Sabha.

According to the Election Commission of India, the electoral populations in 2014 is 814.5 million, the

largest in the world. There is an increase of 100 million newly eligible voters.

This also will be the longest and the costliest general election in the history of the country with the Election

Commission of India estimating that the election will cost the exchequer $ 580 M, excluding the expenses

incurred for security and individual political parties. Imagine our Election Commissioner (EC) as the

Project Manager, who is supposed to carry this out as a project, let's call it project "Election 2014". The

amount of complexity of scale, cost of conducting the election, sticking to the polling dates, meeting

demands from different stakeholder and handling the multi-dimensional project risks involved in this

project will be simply mind boggling. Even the most popular IPL 2014 has been shifted to UAE, Dubai and

Sharjah due to security reasons and will return to India only after this election – Can we call it a risk

mitigation plan adopted by EC?

As we all know, there is always an opportunity for PM like us to learn from projects outside our core domain

and apply the best practices to improve the business results from our projects. If we look back, we may

realize that companies such as Analog Devices and GE pioneered the use of an improved project reporting

system, which gave rise to the concept of Balanced Score Card –a measurement system we use to report

our financial and non-financial performance. An Andon System, used to notify quality or process issues to

all stakeholders was pioneered by Toyota is now part of the Lean approach used by many project teams.

I would imagine if we do a deep dive understanding of “Election 2014” project, we can also identify some of

the key learnings, esp. on how the EC implemented the model code of conduct, how necessary trainings

and technology solutions were used and how different project risks were addressed. If any one of you

volunteer to write on different best practices adopted in “Election 2014” and how they can be applied in our

projects, I am sure that will make an interesting reading for our PM community.

Happy Reading.

th th th

Chapter News

Editorial Board

Murali Santhanam, PMP

Rama K., PMP, PMI-ACP

Shikha Vaidh, PMP, PMI-ACP

Soumen De, PMP

Vittal Vijayakumar, PMP

Volume - 2 - Issue 1 April 2014

-Capt. L. N. Prasad

Q. This social behavior can be

easily misconstrued as a

harmonious or coherent team

behavior but this has a potential

to kill creativity and impede

effective decision making.

Chapter News

- Capt. L. N. Prasad

Project Management in

Concurrent . . .

- R. Pugazhenthi, PMP

Setting up a multi-vendor

software . . .

- Dinesh N. Raisinghani, PMP

Managing Change for

Business Transformation

- Sachdeepak S Arora, PMP

The Lighter side of PM

- Sudeendra Koushik

DID YOU KNOW?

Co

nte

nts

Continued on Page 8...

PM Enrich: th On 08 March 2014

a workshop on "The Art of Managing

Project Stakeholders" based on Arbinger

Principles was held. The workshop was

attended by thirty delegates. The

workshop was aimed at exploring the

fundamental questions related to the

factors which influence the behaviour of

stakeholders towards projects and the

project teams. It helped the participants to

develop a deeper understanding of the

stakeholder challenges that may have

seemed insurmountable in the past.

The workshop was conducted by two

facilitators

Mr. Venkatesh

Seshadri, and

Mr. Shankar

Thayumanava,

PMP, both from

the Arbinger

Institute.

2 Page


PM Article

Hence user involvement from the

beginning of the project is very

crucial in order to understand the

complete scope of the project.

The project manager needs to be

high initiative and drive and energize

the team towards the project goals.

PM should be accountable for project

success and should know effective

delegation. Delegation is a win-win

strategy in managing SoS projects.

Vendor management allows you to

build a relationship with your

suppliers and service providers that

will strengthen both businesses. The

partnership builds over long time by

understanding mutual requirements,

transparency and trust. Finally WIN-

WIN only works.

Even though the program manager is

focusing on the program level, he

should not be afraid to conduct risk

reviews on individual projects to

ensure the project manager has

been actively identifying and dealing

with risk.

Poor communications within a team

lead to misunderstanding and

therefore mistakes in project work.

In any case, miscommunication will

result in loss of time, money and

increase of stress levels.

In the SoS, we need to interact with

multiple stakeholders who play a

critical role in the success of the

program. They are the ones who

ultimately decide whether a program

is successful.

Energize Teams

Building WIN-WIN Partnership

with Vendor Partners

Practice Systematic Risk

Management

Enhance Project Communications

Some of the projects, handled by

BEL are 'System of System' types,

involving not only electronic

systems, but also other areas.

Managing System of Systems (SoS)

comes under Program Management.

SOS is a process of managing

multiple projects which need to

meet or exceed business goals.

Concurrent Engineering (CE) is an

engineering management

philosophy and a set of operating

principles that guide a product

development process through an

accelerated successful completion.

Iteration' principle: As the

design process progresses, new

information, ideas, and technologies

become available progressively that

require modifying the design. Each

iteration results in changes that

must propagate through the design

stages, requiring upstream rework.

Parallelism' principle: The SoS

need to be executed in parallel in

order to reduce development cycle

time. Otherwise valuable

development times and resources

are wasted.

Decomposition' principle: The

complex SoS are often decomposed

into a number of simpler

subsystems that can be controlled

independently into smaller

manageable pieces.

The characteristics of CE:

R. Pugazhenthi, PMP, BEL


Project Management in Concurrent

Realization of System of Systems

Stability' principle: A product development

process is said to be stable if the total number of

design problems being solved remains bounded as

the project evolves over time and eventually falls

below an acceptable threshold within a specified

time frame.

The SoS environment poses challenges associated

with program management in addition to issues

arising from Concurrent Realization. The most

common SoS challenges are:

Underestimating program complexity. Lack of

integrated planning.

Lack of firm leadership, commitment and

sponsorship.

Poor cross-functional communication. Morale

drops and staff turnover is too high.

Too many stakeholders: User, Design agencies,

Quality agencies, Network of both Public and

Private Partners & Misaligned stakeholder

expectations are some of them.

Lack of resources: Some resources overloaded

with work and others are under utilized.

Overload leads to high stress and imbalance of

work with life.

Generate a solid business case: To determine

whether a program should be initiated and

continued, a business case is needed. An effective

business case provides the required justification to

commit the organization's resources towards a

program's intended outcomes and benefits.

Build a Well-Defined Program Architecture:

While SoS programs will differ vastly in terms of

team size, a number of crucial roles must exist to

ensure proper governance. There must be a

Program Manager who has the overall control over

the SoS. The individual projects can be headed by

respective project managers.

In the CE SoS projects, the requirements will be

progressively elaborated as the project progresses.

SoS Environment

Organizing for Right Program Organization

Involve User Participation

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Project Management in Concurrent

Realization of System of Systems

Dinesh N. Raisinghani, PMP, Capco Technologies

The MvTCoE was planned to be a centralised,

shared testing organization that the business

establishes jointly with vendor organizations

(strategic partners and other vendors) to enable

a process-centric approach towards testing and

enhance the business value delivered by

optimizing overall cost, time and effort. The CoE

model revolved around key strategic assets of

people, processes and technology with some

guiding principles.

Every testing project executed within the

organization was owned by this CoE.

Key vendors and service providers who

provided application/product testing services

were a member to the MvTCoE (there was a

selection process during the CoE initiation

phase).

A Test Management Office (TMO) within the

incumbent organization was setup to provide

governance and strategic insights to the

projects.

Test Managers of respective projects from

vendor organizations reported directly to the

CoE lead.

The 'Projects' shown indicate the projects and

programs executed by the vendor organizations.

With MvTCoE, these project owners jointly

formed a unified and centralised testing group

led by a CoE champion from the incumbent

business (the IT org of the bank) and supported

by the Test managers from participating vendor

organizations.

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Most organizations would agree

that if they are able to rapidly

implement new software

products/applications that are

of a consistently high quality

within minimum budgets, they

would enjoy significant

competitive advantage. In spite

of this, challenges surrounding

software quality remain

untouched as testing is still

perceived as a huge bottleneck.

Organizations have spent

millions on structuring their test

organization but a large part

still remains immature due to

complex business and

technology needs that takes

priority over software testing.

Businesses lately have adopted

the Testing Centre of Excellence

(TCoE) models to structure

their Test organization. It will

be mostly internal to the

business and have no

participation from the vendor

organizations that provide

services to the businesses.

One of the practices is to set up

a Multi-vendor Software Testing

Centre of Excellence (MvTCoE)

within the IT organization. Any

organization dealing with

multiple vendors can adopt and

unravel benefits of cross project

teams from different

organizations. Key project

management processes are

required to be followed by the

organization for implementation

of MvTCoE. Additionally, the

benefits pertaining to people,

processes and technology are

listed out for both the

incumbent organization and to

the vendor organizations that

can be reaped by adopting such

a model without compromising



the intellectual properties of any

participating organization. Let's understand

this model by a case study of a large

Canadian bank that has gained the testing

maturity by realizing the benefits of

adopting this model.

Due to business consolidation and inorganic

growth over the years, the bank has grown

vast resulting in their IT portfolio having

several inter-related applications tied

together in a complex architectural

framework. The development and

application management of these products

are sourced to multiple vendors and IT

service providers who provide development,

testing and application management

services. Testing of these applications had

taken a toll on the IT organization within the

business as it requires a lot of planning in

terms of impacted application availability,

network and infrastructure issues, down

times. Though these challenges are

perpetual, the time it took to plan the

testing activities used to get prolonged

unnecessarily due to lack of ownership and

responsibility from associated application

owners.

Risk due to multiple technologies

Chaos in implementation

Disruption in functional dependencies

Lack of testing knowledge management

and inadequate test artefacts resulted in

ad-hoc testing measures and sub-

standard releases

To deal with the pressures by the operations

team and delivery timelines associated with

every project, the bank planned to

implement a unified shared Test

organization that would have participation

and ownership from their strategic sourcing

partners and key vendors.

Challenges faced by the business:

Formation of Multi-Vendor Software

Testing Centre of Excellence (MvTCoE)

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Setting up a Multi-Vendor Software Testing Cente of Excellence

PM Article

Setting up a Multi-Vendor Software Testing Cente of Excellence

4 Page


Spotlight

Roughly how many hours per week or per month you spend on volunteering for PMI activities?

An average of 10-15 hours per month, and couple of days during major events.

What motivates you to volunteer for PMI?

My passion for volunteering and getting the opportunity to serve the PM community.

What have been the challenges for volunteering at the Chapter?

Challenges would be aligning to Chapter’s communication and time management. We get so many topics

to discuss on volunteering once you visit Chapter office, and we volunteers should keep in touch with EC

members to get to know about volunteering activities.

PMI Volunteering, Professional Commitment, Personal Commitment - How do you balance the

three?

Always personal commitments would take priority then professional commitment and then PMI

volunteering, but one should know how to prioritize these activities to balance between these three.

Name any 1-2 best volunteering experience?

PMPC, the major event of PMIBC is one of the best experiences. I have volunteered in last six PMPC

events, and unlimited volunteering opportunities, lot of learning’s. It takes 6-8 months for the entire life

cycle of the event.

Tell us your hobbies, or things you are passionate about, other than volunteering at PMI?

Few hobbies other than volunteering are cycling, long drives and books.

What will be your message for your fellow volunteers?

Our Chapter provides unlimited volunteering opportunities, if you think you can dedicate some time for

volunteering then this Chapter is the place for you. You will definitely enjoy the volunteering, lot of

learnings as well.

What is your thought on preferred recognition for volunteering?

Volunteering doesn’t require any recognition, because it is coming out of one’s interest and passion. But

some verbal appreciation will always motivate volunteers to do the continued support.

Balakrishna Sarma has nearly two decades of experience in

Program and Account Management, Offshore Delivery

Management, Transition Management. He is with CGI India

as Senior Delivery Manager. He has specialized in Oil & Gas

business and holds a Masters degree in the same stream from UPES.

He also holds a Masters degree in Operations from Symbiosis.

He is a PMP certified and member of PMI Bangalore Chapter (PMIBC) since

March 2007. He has been with PMI Bangalore Chapter as a volunteer for last six years.

His hobbies are volunteering, cycling and books.

Balakrishna Sarma, PMP

A. Groupthink is a

psychological phenomenon

that occurs within a group of

people, in which the desire

for harmony or conformity in

the group results in an

irrational or dysfunctional

decision-making outcome.

Group members try to

minimize conflict and reach a

consensus decision without

critical evaluation of

alternative viewpoints, by

actively suppressing

dissenting viewpoints, and by

isolating themselves from

outside influences. Loyalty to

the group requires individuals

to avoid raising controversial

issues or alternative

solutions, and there is loss of

individual creativity,

uniqueness and independent

thinking.

[Source - Internet]


Once it was decided to setup an MvTCoE, the bank carried out a step by

step assessment and implementation as described in this picture.

A project management responsibility of MvTCoE includes Stakeholder

management, Communication management, Scope management, Risk

management, Resource management, Knowledge management.

The bank created a unified testing MvTCoE with participation from key

vendors who supported critical applications. This CoE acted as a

centralized test organization that employed quality assurance practices,

plan and monitor the outcomes. Some of the key benefits that the

business has realized after implementing the MvTCoE are:

Increased ownership from vendor organizations when it comes to

managing application changes and release management.

Efficient resource utilization in cases where resources can be cross

trained on other internal applications and can be utilized in a staff

augmentation model.

Effective knowledge management by creating and owning a central

source of project learnings and project planning.

TMO provides much needed governance and overall leadership that

facilitates effective and efficient CoE functioning.

Seamless communication between different organizations supporting

the business applications.

Centralized management console for risk and compliance

management.

Effective planning driven by the CoE optimized the test process,

reduce effort while ensuring minimal cost and schedule variance

Unified test plan document that standardized testing levels, scope,

deliverables and milestones across programs.

Solid change management procedures helping application owners

better manage the changes that impacted upstream and downstream

systems.

Implemented common practices for defect logging, prioritizing, fixing,

and tracking to closure. Defect leakage and production issues got

significantly reduced.

Provided adequate guidelines on test data management, test

environment and data management for every vendor to avail the

common information.

Prior planning for network accelerators improved the overall application

response time.

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Setting up a multi vendor ... continued from Page 3Project Management ... continued from Page 2

Adopt Integrated Program Planning

Resource and Knowledge Management

Integrated planning begins with a program charter

- which is more detailed than the business case

and provides high-level program scope, objectives

and constraints. The Program Manager (PM)

should define boundaries for each project to avoid

gaps on the one hand and overlaps on the other.

The PM should:

Try not to manage every project in the same

way.

Integrate the project schedules.

Keep plans realistic and up-to-date.

Resource Competition: In the concurrent

projects, scope is progressively elaborated and

there exists the unforeseen rework / iterations, it

is indeed needed to plan for additional resources

as a part of contingency measures.

Knowledge Management: In the SoS scenario,

every field is the area of competency. To keep the

knowledge, implementation of Knowledge

Management across the corporate is very

essential.

Concurrent PM of SoS impose many challenges

when compared to other programs. It starts with

setting the unrealistic deadline. System realization

and proving will go in iterations. Things are likely

to slip. Added to this there is always a continuous

delivery pressure on the project manager. There is

need for dynamic updation of project schedules,

resource allocations, continuous monitoring and

mitigation of risks. The organization need to be

flexible and agile to take care of mid-course

corrections and moving ahead. We may face

failures during iterations. Team needs to

demonstrate patience. The project manager need

to be accommodative to accept the short comings

and motivate the team members. Sometimes self

motivation will be the need of the hour.

Top management support to overcome the

constraints is essential. The support need to be

extended to our vendor partners also. The user

need to be apprised about the development

regularly and need to be involved in the various

stages of the project.

In short, program success factors of a SoS

depends on clearly defined goals, top management

support, sufficient and appropriate resources,

competent team members, adequate

communication, collaborative planning and

management, formal risk management, user

involvement, effective knowledge management

process among others things.

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Business TransformationManaging Change for

6 Page


PM Article

Sachdeepak S Arora, PMP, IBM

from subject matter experts on 'To Be’

processes & technology. Once future

organization design is finalized, and then the

team will able to understand the surplus and

deficient skills, new and redundant roles, new

and redundant organization structure and

reporting relationships. These inputs help

understand the change impact, identify key

stake holders, and plan communications,

trainings and organization alignment.

2. Assessing the change impact: Once the

future organization design is well documented,

a Change impact assessment is required. One

need to think about all of the various ways that

people can be impacted for example:

processes, technology / tools, roles, skills and

behaviors.

3. Managing the stakeholders: Key

Stakeholders are those whose level of support

is critical to the project success, and

conversely, whose lack of support could derail

the project. Some stake holders will support

the change and some may resist the change.

One of the biggest mistakes change leaders can

make is to assume that resistance is without

merit. But resisters can shed valuable insights

about how proposed changes might be

modified to increase the odds for success.

Effective management of stake holders will be

the key success factor in business

transformation.

4. Communication: Communication strategy

ensures that there is a plan that enables

communication of right information to the right

people at the right time in the right format. It

makes the committed leadership more visible

and supports the delivery of change.

5. Training: Conducting and monitoring

various trainings for organization to perform at

the skill levels required after the change is

implemented is crucial. The types of training to

be carried out will range from special long term

/ extensive face to face to a few hours virtual

familiarization. Completion of important

trainings to enable availability of required skills

to sustain the change is a 'Must do' prior to 'go

live’.

6. Carrying out organization alignment

and confirming organization readiness for

accepting the change

A site is considered ready when all the

following criteria are met:

System supports business operations

End Users can do their job

Operational preparedness is complete

Here is an example of final readiness

checklist

Create desk-side “quick tips” sheets /

desk procedures for end users

Hold scenario based practice sessions

for end users

Set up post go-live pulse meetings

for each functional group

Review with the end users “what to

do if you have an issue”

Create posters with helpful hints to

hang around the work area

Post FAQs with answers in a place

easily accessible to end users

Plan ways to make Go-Live fun at

your Deployment Site!

Check readiness of contract,, service

level agreements, responsibility /

accountability matrix

7. Measuring the realization of

business benefits: Measurement of the

realized business benefits is a crucial

exercise for feedback to the sponsor and

other key stake holders. This confirms

the extent to which the objectives that

necessitated the change were achieved.

In large programs it also enables the

sponsor to carry out mid – course

corrections. Some benefits can be

quantified like increase in the speed of a

completion of a process, automation of a

number of steps in a process, reduction

of number of IT systems / control points

/ maintenance costs. These are

quantifiable and are easy to measure.

Other benefits like improvement of

employee morale, organization's brand

etc. is difficult to measure.

When change is implemented in a well-

planned thought through process, the

business benefits can be realized in most

cases. Hope these steps articulated will

reduce the risks in implementation of

change for business transformation.

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Businesses have to transform on a

continuous basis for various needs

such as to meet changing Consumer

needs, Cost competitiveness,

Mergers and Acquisitions,

Innovations, Capital Management,

Community Support. Each

transformation brings in a

significant change for the

organization, its people and its

culture. It is observed that people

changes are the most difficult and

important part of the overall change

process. This article captures the

best practices for managing change.

A typical change management cycle

is a well thought through process. It

starts with understanding business

strategy that necessitates the

change, envisioning future

organization design, assessing the

change impact, managing the

stakeholders, making effective

communications, conducting /

monitoring various trainings for

organization to perform at the skill

levels required after the change is

implemented, carrying out

organization alignment, confirming

organization readiness for accepting

the change and measuring the

realization of business benefits

Following picture depicts the over-

all process; let us look at each of

these steps in brief.

1. Envisioning future

organization design: First step is

to articulate the need for change

and envision future organization

design based on inputs from top

management on strategic vision and

Business TransformationManaging Change for

Project Management

as Managed Services

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Find it difficult to attract and retain the best talent required for shorter

duration of time or want to outsource but realize they cannot afford to

make it happen.

Do not have the liberty to spend years and years to 'train/build and then

deploy' because they need to get there faster.

While we dwell into the offered services externally we can leverage

impartial and practical approach to all the projects and gain significantly.

It imposes self-discipline on the areas such as scope definition and

schedules.

Enables informed budget decision making.

Simplifies access to key risks and opportunities – dial up or down the

resources.

Allows effective project prioritisation and facilitates resource

management.

Provides clear and concise visual progress tracking and controlling of cost in

a predictable manner.

One can leverage the Service

transition methodology from

ITIL framework to scope out the

transition to this service. Each

transition is unique and requires

different approach from one

another, this is dependent on

the context of the work and the

goals. Having a seasoned and

well lubricated process and

SMEs involvement in managing

this managed service is critical

to achieve reduced transition

cost and schedule. This boils

down to the maturity of the

service provider and agility based on customer needs and context in which

the customer organization operates.

As this PM service stabilises, the focus of this managed service has to be on

effective metrics to measure the deliverables intended out of this service.

This has to go well beyond the normal project status reporting but towards

the services being offered for project management, conceptualization and

use of the different metrics in managing the engagement. The information

needed to proactively manage the governance processes towards the

delivery of project management services, providing an ability to predict and

control the quality of the deliverables being offered and transparency and

visibility into the status of the on-going service and effort will be a real USP

for this offering.


PM Article

As the complexity of the businesses increase, the

balancing out of “Time to Market” and adapting to

the necessary changes becomes more challenging.

Aspects such as recruiting and training the project

managers, structuring the PMO and inculcating the

project leadership into the DNA of the organization

becomes the determining factor for project and

program success. The management reporting,

project governance and project auditing tends to

look like tactical overhead.

To improve project delivery under this context, it

becomes imperative for businesses to consider

accessing project management support as a

managed services, rather than spending time and

effort in improving their own project management

capabilities. This will enable businesses to deliver

the set of projects within the budget and in line

with SLA's and ensure better quality outcome

Business dynamics play vital role in the project

prioritization and constancy of purpose to remain

invested, hence it is vital to assess “make or buy”

decisions regularly. The agility to quickly respond to

the market or customer requirements remains the

key. As more and more services are offered and

innovated, these 'practices' can be looked upon as

managed PM service offerings - e.g. Project

Management as a Practice Service ( PMaaS);

This service can be only leveraged where

businesses:

Experience peaks in demand and do not want to

take on additional head count.

Use disparate providers or third party contractors

and find it difficult to develop their capability or

put 'heart' in to their project management ability.

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Project Management

as Managed ServicesRajesh Dangi, PMP, Altimetrik India

8 Page


PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bangalore - 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.

The Lighter Side of PM

In our last edition, we had asked you to

express your thoughts in 10-15 words to

continue the following sentence

and the best response is . . .

... and the Winner is

“A good project definition

significantly increases the

chances of project success as

…….....................…. ”

good project definition helps

in capturing all the business

needs and thus satisfies all

the stakeholders”

Srinath Devarshetty, PMP

We like to hear

what you think!!

Please complete the sentence below

with your thoughts in 10-15 words

and send them to

.

The best entry will win attractive

goodies from PMI Bangalore India

Chapter.

This edition's slogan

Please provide your response by

28th April 2014

Chapter will select the best slogan

and felicitate the winner during a

Chapter event.

[email protected]

“Earned value provides the

crystal ball view of my project

outcome as ....................…. ”

Chapter News ... continued from Page 1

PM Footprints: th On 13 March 2014, Mr. S.A.

Kumar, Head Business Excellence, Infineon

Technologies India Pvt Ltd Bangalore spoke on

the topic "Key Project Management Practices in

a R&D focused product development

Environment”.

thOn 27 March 2014, Mr.

Venkatesh Seshadri CEO

'ARISE AWAKE!' spoke on an

Interesting topic "Deep Self

Awareness - How it can help at

work".

Both the presentations were

well received and attended by

nearly 40 members.

PMI Newsletter Apr 2014 - PMI Bangalore India · Rama K., PMP, PMI-ACP Shikha Vaidh, PMP, PMI-ACP...

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