PMI Newsletter Aug 2014 · Namita Gupta, PMP, PMI-ACP Rama K, PMP, PMI-ACP Shikha Vaidh, PMP,...

Thanks and Best Wishes

Soumen De, PMP

[email protected]

Editor’s NoteEditor’s NoteDear Friends,

India celebrates her 68 Independence Day on 15 August 2014. On the eve of

Independence Day, we Indians have countless reasons to feel proud about. Many Indians

have reached pinnacle of their corporate career by taking the top job in some of the

world's largest companies. To name a few Satya Nadella, Indra Nooyi are some of them.

Unlike freedom fighters, they had to fight battle of a different kind- battle to balance family commitments

(which are so deeply entrenched in Indian value system), along with their professional commitments.

Recently Indra Nooyi, PepsiCo CEO, in response to a question whether accomplished women have it “all”,

responded with headlines grabbing statement “I don't think women can have it all. I just don't think so. We

pretend we have it all. We pretend we can have it all”. As expected, there were a group of people who

agreed with her and the other group who disagreed. When I reflected, my first reaction was that this

applied not only to women but men as well. We have to spend long hours in office to meet our project

deliverables, spend our free time in learning new things, make time for networking at professional events

and spend our leisure time pursuing our hobby (say photography, trekking etc.) - trying (rather hoping?)

to excel in everything we do. It is only but natural that this question of “work-life” balance invariably

crosses our mind. For some there is a sense of guilt and for others there is a sense of rationalization. The

first thing we need to do is to define what “all” means to us. If “all” means we have to excel in “all” we have

to do, then it is a far too stretching. Like a guitar, if we stretch too little we do not get right “notes” or if it

stretch too hard the wire snaps and we get no “notes” at all. However, if we are able to stretch it just right,

we strike harmonious and melodious “notes” from our guitar of life. Living a life that is deeply satisfying,

requires strategizing careful choices, investing time for those choices regularly, practicing self-awareness

and discipline. Being a PM, I am tempted to draw analogy that each of “choices” are our enablers or

intermediate milestones that will make our personal and professional life happy and satisfying. To

overcome this challenge of selecting right “choices”, we need to assess and negotiate with “ourselves”

what we expect from them. We volunteers at our Chapter are no stranger to this challenge. But we have

been able to do a superb job in striking this balance as we continue to engage in different volunteering

activities along with personal and professional commitments. Hope you will like this edition of Essence and

continue to provide your whole hearted support in exchanging your thoughts, feeling and experiences with

us.

th th

Chapter News

Editorial Board

Volume - 2 - Issue 5 August 2014

-Capt. L. N. Prasad

Q. This is an advanced risk

management tool for proactive

risk analysis and used very

popularly by United States

Department of Defence (DoD)

Chapter News

- Capt. L. N. Prasad

Global Warming: The case

of the . . .

- Vijay Anand

Whose backlog is it

anyway? . . .

- Kalyan & Vinodkumar

Are you an IDEA FLIRT?

- Navneet Bhushan

Can we do without it?

- Satyamoy Chatterjee

Management in Prayers

- Namita Gupta

The Lighter side of PM

- Rajiv

DID YOU KNOW?

Co

nte

nts

Continued on Page 7...

PM Footprints: During the month of July

total three Footprints were held.

rdOn 3 July 2014, Mr. Akshat Agarwal,

Senior Viable Vision Expert, Goldratt

Consulting India Pvt. Ltd spoke on the topic

“Maximizing Throughput in Projects the

Theory of Constraints Way". Mr. Agarwal is

specialist in Theory of Constraints (TOC)

implementation in Manufacturing & Multi-

Projects

environment.

Audience got to

understand what

is TOC and how

to handle TOC

challenges.

thOn 17 July

2014 Mr.

Vishweshwar

Hegde,

Partner PM

Consulting,

spoke on the

topic "New

Paradigms for Knowledge Era". Mr. Hegde

has immense expertise of 28 years in IT

industry and his session helped audience to

understand about paradigm shifts in

management and leadership. Audience

enjoyed realizing that the faster we adopt

future needs, quicker we adapt to current

Knowledge Era.

Murali Santhanam, PMP

Namita Gupta, PMP, PMI-ACP

Rama K, PMP, PMI-ACP

Shikha Vaidh, PMP, PMI-ACP

Soumen De, PMP

Vittal Vijayakumar, PMP

Global Warming: The case of the

sinking iceberg in Agile Development

2 Page


PM Article

We are living in a dynamic, ever-changing

world where everything needs to be

continuously agile and adaptive else one

is set up for failure. Software

development is not an exception. More

and more product development now

seems to happen on Agile methodology

where we develop working software with

the underlying presumption that

requirements can mostly never be frozen.

And this seems to work well. One can see

that product functionality continues to be

delivered perfectly as per customer

requirements, given the frequent

interactions via user stories or as I call

"functional cradling" and JIT testing. So

the part that is visible in the iceberg a.k.a

functional defects seems to go down in

production. But what about the

underlying iceberg structure that is

invisible - the code and how it integrates

together in the final product?

What more and more executives are

realizing that the workable software now

seems to contain more structural defects

than ever before, especially the ones that

span across layers - e.g. Architectural

issues, proper framework use, complexity

etc. As a result, this shift in defect ratio

seem to move from typically 85:15

(Functional Defects: Structural defects) to

now up to 70 - 30 in some cases.

Developers today are more pressured to

deliver functionality than ever before,

given the fluidity of the Agile environment

Vijay Anand, CAST

and hence sometime have to make a

choice on ignoring the underlying

structural quality for the sake of

delivering functionality. This then

becomes - Technical debt that hounds the

team later resulting in lot of rework - root

cause analysis (RCA), re-development,

re-testing etc. on problems that are more

and more cryptic and involve multiple

best-of-breed technologies e.g. Team has

to shut down and restart weblogic server

every 4 hours in production. This

somehow seems analogous to how we

are exploiting earth for natural resources

today at the cost of starving our future

generations tomorrow.

So what can teams do to deliver workable

software that not only delivers the right

functionality but the right structural

quality?

1. Publish a list of best practices that a

team has to adhere and respect from a

structural quality perspective to the

development teams. Prevention and

education is the first best medicine.

2. Plan for 10% of the sprint cycle time to

fix structural issues that could come up

as part of the product development life

cycle

Global Warming: The case of the

sinking iceberg in Agile Development

3. Use an automated structural quality

solution every sprint cycle to measure the

application structural quality holistically

and not just code quality - Resiliency,

Performance, Security, Architectural

compliance, maintainability etc.

4. Integrate any structural issues that

come as part of the sprint cycle to a

system like JIRA and move it to the

product backlog for fix.

5. Provide developers the flexibility to

prioritize and fix these structural issues

based on how they execute their user

stories for a release. This part thus

doesn't constrict them totally but helps

them manage their time better over a life

cycle.

6. Just before the product is ready to be

shipped, a quality gate at that stage

ensures that the product is complete not

only from a functional quality standpoint

but also from a structural quality

perspective.

In fact, you should further refer to a

between Forrester -

Wipro-CAST that discusses amongst

others the trade-off between quality and

speed in Agile development and how

best-of-breed system integrators and

partners are managing this facet. It has

very interesting insights.

recent webinar

“What more and more

executives are

realizing that the

workable software

now seems to contain

more structural

defects than ever

before, especially the

ones that span across

layers”

http://www.castsoftware.com/castresources/materials/recorded/071714/

Whose Backlog is it anyway ? Whose Backlog it anyway?

Improving product quality breaking jinxKalyan Neriyanuri & Vinodkumar Paranji Srirama

the root causes and engaged with the

team and worked through an amazing

transformation. It had established them

as “The team” that is in achiever's

category and a role model.

When the “Quality Improvement Plan”

was conceived the team had the following

challenges:

1. Work life balance for the engineering

team

2. The total number of Incidents in

backlog

3. Escalation backlog

4. Total number of severity 1 and severity

2 defect backlog

5. Average inflow of the Incidents

6. Average number of resolved Incidents

7. Average inflow of Severity 1 and

Severity 2 defects

8. Average number of defects resolved

9. Average number of hot fixes released

per month

10. Elapsed time between 2 patches

Bringing Automation in place

Agile Adoption

Problem area analysis

Quicker delivery of hot fixes

Reduced release cycles

Interlock with Support

Joint plan involving Maintenance, QA

and Support team

Joint goals defined for the product

Program Management

Governance of Quality Improvement

Plan

Team Self-Tracking

Moving a member(s) to a different

geography

Non-strategic work outsourcing

Leadership Training

Taking stock

Challenges were addressed through:

•

•

•

•

•

•

•

•

•

•

•

•

•

•

A multi-platform, multi-architecture,

multi-bit (64 or 32), multi-OS client

software product with several millions of

installations in the market is the biggest

challenge to maintain for any product

maintenance team. If there are constant

customer escalations month on month

and attention from management for

wrong reasons, it becomes a day to day

challenge to motivate the team and keep

them focused. Addition to the above is

growing backlog of incidents, defects and

enhancements. Such inflow would make

any maintenance team to lose sight of its

primary goal 'serve customers'.

This article describes a real case study of

A large IT company Software Team that

worked through the above challenges

defining a strategic transformation plan,

executing the same with out-of-the box

thinking methods, being flexible as well

as taking calculated risks. The end result

has got the team to work on more

customer requested features when

compared to that of defect fixes, which

was on the decline with better customer

satisfaction. While the journey started in

September 2011 with 12 escalations, 170

Incident backlog, 80+ Customer

Encountered Severity 1 or 2 defect

backlog and the frequency of 18 month

release, today the team has reached 2

escalations, 80 Incident backlog, 14

Customer Encountered severity 1 or

severity 2 defect backlog and the

frequency of 4 month releases in May

2013 with reduced monthly inflow. There

is consistent acknowledgement from the

customers as well as the management

team on the positive impact the team has

made for the IT company and the

customers.

This project was executed by using

Quality as the key driver, preparing a

joint plan with the Support and Quality

assurance team, adopting the agile

principles in defect fixing process,


releasing product patches in a regular

intervals by taking necessary feedback

and outsourcing the work that were non-

strategic.

The support organization elevates

incidents from the customers to the

maintenance team, either when the

defect is narrowed down to the product or

when the support organization is unable

to analyze the problem setup and require

the lab expertise.

This results in a reactive model for the

maintenance team, where the

interruptions are driven by

a) Criticality of the defect

b) Urgency of the customer

c) Business implications for other

organisations e.g., pending closure of

sales deal of other products

Typically the backlog contribution can be

categorized into different buckets.

Internal

Maintenance Team

Support team

External

External & internal factors contributed to

the backlog. The team owned-up the

backlog and took the problem head-on &

prevailed. The leadership team analyzed

The problem of backlog

•

•

Whose Backlog is it anyway ? Whose Backlog it anyway?

Improving product quality breaking jinx

PM Article


Are you an IDEA FLIRT?

4 Page


by avoiding the work of conscious

thinking and observation. It respond to

stimuli through a pattern matching

mechanism that has stood the test of

time. Fifty thousand years back, if our

great great grandfathers were facing a

tiger, the likely action would have been to

run as fast as possible away from the

tiger, rather than to brainstorm in a team

meeting. In fact, the more successful we

are with our past thinking to solve a

problem, more ingrained it becomes in

our minds. The success becomes what is

called a psychological inertia of core

competence.

IDEAS need to be crafted through

orchestrated immersion. Contrary to

popular belief of organization having lots

of ideas and it is all about execution, our

experiences show ideas need to be

crafted through orchestrated immersion

of minds that work inside and with the

enterprises.

In 1997 Stevens and Burley carried out a

study of successful market products that

showed 3000 raw ideas on an average

resulted in one market success.

I have been asking this question in my

workshops "How many raw ideas are

needed to create one market success

today?"

Some participants have mentioned just

one idea is enough for market success.

However, majority of delegates believe

we need to generate more than 3000 raw

ideas to create one successful market

product/service in today's world.

Hence, my inference, ideas are not easy.

If a thought that has been expressed is

actually an IDEA, please do not consider

it CHEAP or available dime a dozen. If it

is an IDEA it cannot be CHEAP. The key is

to recognize which of the thoughts

actually is an IDEA.

I suggest one needs to become an Idea

Flirt as quickly as one can. An Idea Flirt is

one who engages with ideas for some

time - and then with next ideas. And

more importantly flirt with as many ideas

as one can at same time. In the process

of flirting with many ideas - some ideas

will develop into longer relationships -

may be a long term relationship.

With some idea you may get into a

marriage. The trick for being a successful

Idea Flirt - is to keep on flirting with new

ideas, even if you are in many long term

relationships and even married to some

of them.

This requires a continuous exploration of

the field to search and being open to

have tea/coffees and even one night

stands with some of the ideas, while you

continue to be in stable marriages and

long term relationships with many of the

stable ideas.

One important point is to know - how and

when to get out of a relationship and

even get out of the marriage with ideas.

This will require leaving the ideas you are

married to for time alone, and move on

to “newer” and may be “younger” ideas.

The key lesson however is never to

divorce your ideas - even if your

relationship with them is dead!

Becoming an Idea Flirt

Ideas are those thoughts that bring-in

the genesis of change – many times

fundamental. Obviously, every thought is

not an Idea. However, ideas are thoughts

that one doesn't get in regular run-of-

the-mill thinking. The key problem is that

ideas come to prepared minds. In fact,

many ideas just fly-away before we can

capture, hold-on, express and develop

them.

Ideas are Free and Ideas are Cheap – We

hear from many management Gurus as

well as proclaimed Gurus! ~ No way!

Human mind has an upper limit of

keeping 7 plus or minus 2 different

thoughts at the same instance -

psychologists have told us. One evidence

came in 1956 from the efforts of Miller

(please see a link to his paper

http://www.musanim.com/miller1956/).

VIBGYOR – the 7 colors and 7

fundamental musical notes in the octave

should give us a view of this limit of

human mind

Let's assume every second 9 thoughts in

our mind change completely. In a

complete day our mind passes through

24 x 3600 x 9 =777600 thoughts

(maximum) (assuming even when we are

sleeping we still carry 9 thoughts per

second - whatever those thoughts may

be!). If we can catch one of these three-

fourth of a million thoughts that we get

per day and develop it - every day - we

can actually develop one idea per day!

There is one problem, though. They come

to prepared minds. Only prepared minds

can transform these thoughts into

change. It requires an ability to generate

and execute at the same time. We need

to prepare our mind to catch the thought

which may be the genesis of change -

that is the thought that actually is an

idea.

Evolution, however, has not helped us to

be so well-prepared to catch ideas in our

minds. In fact, human mind works best

The problem of ideas

Navneet Bhushan, Crafitti Consulting

Are you an IDEA FLIRT?PM Article



Essence of this case

study demonstrates

that a management

team with a very

strong strategic

intent to achieve a

transformation from

maintenance

intensive

organization to a

customer feature

centric organization

is possible. It can be achieved through partnering with key

stakeholders, identified meaningful measures, stringent program

management and connecting with people. Owning the problem at

hand, articulating the vision, defining the mission and execution

from grass root level contributes to success.

With the overall efforts that took 2+ years, the team could

Whose Backlog is it anyway? ... continued from Page 3

PM Article

Satyamoy Chatterjee, Analyttica Datalab Pvt. Ltd.

hard numbers. The feeling and intuition

of a CXO needs to be soon quantified,

validated and “rank-ordered” for

prioritizing action.

Much has been talked and written about

the importance of analytics, data science

and technology. More often not in silos, at

times in conjunction, and also harnessing

the wealth of information hidden in Big

Data for optimal business decisions.

Given the fiercely competitive

environment that we are in today, the

question that is being constantly asked is

how do I differentiate myself in terms of

my product development, product

marketing and positioning strategies. The

4Ps or I am not sure if there are 5 or 6 Ps

now, the 5 forces of Porter, again could

be 6+, the question really is what to

apply when. Can analytics help to make

that decision? At times, no action could

be a recommendation of analytics instead

of optimized action.

McKinsey and the likes have been

articulating loud and clear about the

significance of big data and analytics. On-

demand marketing is soon going to

become the reality if it is not already so.

The touch point to customer and the

channels for that is going to evolve

exponentially. I should be able to

optimize for the ever changing customer

needs every day if not create one as yet

like Apple did. Can analytics help me do

that?

That brings the question of strong

synergic integration of Business Analytics

with Technology and Data Science. The

content being generated today, every

minute, is at the tune of gigs and terra.

Yes understood, the question is so what?

Does it help me generate context? If so

how? If not, is there a way to fit the

content to a context? Do I care?

“Absolutely I have to”, if I don't, I have to

pay a huge cost for not caring. Can

analytics help me care? “Absolutely”. In

order to achieve that or even knocking at

the door to do so, I have to be immensely

careful about the synergic integration of

“Business Analytics” with “Technology”

and “Data science”.

At the risk of sounding “non-

philanthropic”, the mission and goal of

any company is to make profit for its

stake-holders (Of-course the CSR

activities need to be respected and

adhered to). The question really is, in this

fast moving world where a strategy built

on today's information soon becomes

yesterday's news, how do I define 'long-

term' and 'short-term' profit strategy. Can

I really build a long term strategy and

adhere to it or shall I constantly optimize.

If it is the later, what is the best possible

way to do so? If profitability for stake-

holders is the goal, how do I keep on

optimizing my drivers of P&L? How do I

constantly optimize for revenue

enhancement, cost optimization, loss

mitigation and customer satisfaction.

We can debate, however, I firmly believe

that analytics can help in answering all

questions, if not completely atleast

partially. Analytics soon will find a place

in board room discussions in some form

or the other. It will soon become, if not

already, an integral component of

company strategy. Decisions made from

the gut needs to be validated through


overcome

majority of

challenges that

were at the

time when

“Quality

Improvement

Plan” was put in

place.

Overall the team

showed exemplary perseverance to stay together at tough

times as the ride was not easy especially in the first few

quarters in the project. It also helped to keep them focused

on the execution, while the leadership team worked on the

strategy, direction as well as stakeholder management.

Communication played a key role here, Project’s

management practice successfully bridged the expectation

gap between team and senior management.

Change Request backlog reduction progress Quarter on

Quarter

Incident backlog reduction progress Quarter on

Quarter.

Management in Prayers

6 Page


We all are connected to God in some or the

other way. Some of us do daily prayers formally;

some just remember Him as their own heart's

voice. Whatever is the medium, whatever is the

way, we are connected with that supreme power

in some or the other manner. Have we ever

thought, are we managed enough to give

sometime to that Supreme? It sounds very

funny if someone asks, how is your spiritual

management going on? We hardly ask his

question to others. Forget others, we hardly

critic our own self for same. People who really

believe in the holy strength may connect better

with the thought that we need Spiritual

management in the very same way we manage

all other cores of our life. The obvious counter

question will be, we can't say so, and how is it

possible? Well, that's what we shall be looking in

today.

PMBOK® has a very important role to play in

this field also. I never realised it till I thought

through all the aspects of it. To my surprise, it's

true and valid. We have different knowledge

areas defined in PMBOK®. Let's see how all

these special areas helps us device our Spiritual

management (Refer the picture). Also if we

really put little effort towards this management

we shall see, how energetic, powerful we feel.

This is a very interesting study and thought

process. Spiritualism is connected and

engrossed in every aspect of our life and yes it's

deep inside. One has to have faith in oneself to

en-cash the strength of this rich and powerful

framework.

There is a saying that everything we have been

blessed with is His grace on us. We can't really

give anything back to that Ultimate, however we

should always try to indulge ourselves in 3 cores

i.e. Tan (Service by one self), Mann

(remembering Him in thoughts) & Dhan (Money

offerings). When I thought about these 3 cores,

I felt it's so closely related to different

knowledge areas of management we have just

glanced. Supreme power also in line with

management fundamentals it seems. I know it

sounds funny and may be awkward to few to

have this kind of comparison but trust me, this

helps. Any idea, any innovation, any miracle has

Management in PrayersPM Article


Namita Gupta, PMP, PMI-ACP


Management in Prayers ... continued from Page 6

to come on paper before it can be

realized in reality. Let's see the

“How” part of what we have

discussed just now in diagram.

Isn't it amazing? We (this high

tech generation) believe in

tangible things. That is what we

talk at length in our day to day

corporate work and that is what

we learn. Is it a tangible way to

express the need of spiritual

management in one's life? The

obvious question which comes to

the mind is what is the output of

doing all this management? Why

to invest so much of so called Tan,

Mann and most importantly Dhan?

We can convince ourselves by asking a very simple question, what do we get as an output

when we go to a temple/church or Mosque? If we just give a very high level thought, what

are the major things we are struggling in our day to day life today?

Stress, Mental pressures, business up downs, lack of contented feelings, lack of peace of

mind, Lack of good health/Exercise?

All these things are addressed if we do spiritual management in our lives. It's not

necessary to visit church for the same, it's just to manage and be in one some with your

own self, your own soul. Its worth of an investment to catch up with our own self and

realise we haven't got time off lately for such conversation. We haven't realised that we

have spent so many years without talking to our own identity. What is the wish at the core

of our heart? What madness we want to explore before we really check out of this world?

I myself am the first candidate to do so. I am writing this and realising that I need this with

extreme urgency. I wish I do some spiritual management and have a gala meeting with self

to explore what myself is up to before exploring any other person around. If this is being

selfish, it's good to be selfish I guess, isn't it?. Be selfish and be explorer, to explore an

immense world of inner happiness and peace - Within self by just doing Spiritual

Management.

Disclaimer: PMBOK® is registered trademark of Project Management Institute (PMI®)

A. This RiskAoA is a United States

Department of Defense (USDoD)

project tool,

allowing the instantaneous review of

portfolio, proposal or alternatives

. It was designed by Air Force

Research Laboratory (AFRL)

to perform proactive

risk analysis for the

(AoA) process.

RiskAoA is a simple to use program

that allows the predictive and

quantitative assessment of the Risks

associated with alternatives, capital

assets planning or, any decision. The

capability and algorithms for the

program are unprecedented; making

RiskAoA the most advanced

alternatives management

technology employed institutionally

and the first demonstrating the

predictive character of the risk

discipline. RiskAoA is separate and

distinct from other

-transforming qualitative

statements of an alternative or

option risk into a single quantitative

value as useful as the cost and

schedule associated with each

alternative

[Source - Internet]

Risk Management

Risk

Headquarters

Analysis of

Alternatives

risk management

tools

Chapter News ... continued from Page 1

stOn 31 July 2014 Mr. Ajit Kaikini, Director, Growth and Corporate Training, Buoyancee,- A Poly Training Centre

Spoke on the topic of "Managing Mind sets of those around Helps manage" The talks were well attended. Nearly

55 members attended every talk.

th On 12 July 2014, Chapter organized a meeting with all the PMI Champions from various

Organizations at its office. The Chapter Board members were also present. The invitees were given a brief

presentation on the Chapter activities and the key areas where the Champions help was needed to Propagate

PMI and Its various activities. The meeting was attended by Eight Champions.

th On 05 July 2014, A workshop on Requirements Engineering was conducted by Mr. Suresh Thiagarajan. Nearly 20

members participated in the work shop. This workshop unlighted the participants to move from requirement “Management” to

requirement “Engineering” and also from “Documenting” requirements to “eliciting” requirements. It was a very useful workshop and

true to its title.

th On 26 July 2014 the chapter successfully held a one day Agile foundation program at Royal Orchid

Central Hotel, Manipal Centre. This event provides opportunity to learn about Agile Project Management and how you can apply that

at your workplace.

Champions Meet:

PM Enrich:

Agile Foundation Program:

http://en.wikipedia.org/wiki/Risk_Management

http://en.wikipedia.org/wiki/Risk

http://en.wikipedia.org/wiki/Air_Force_Research_Laboratory

http://en.wikipedia.org/wiki/Analysis_of_Alternatives

http://en.wikipedia.org/wiki/Risk_management_tools

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

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contribute articles for Essence

and participate in monthly slogan

competition. All are welcome.

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 th29 August 2014

Chapter will select the best slogan and

felicitate the winner during a Chapter

event.

[email protected]

"It's said that Project Manager

spends 90% of his/her time in

communication because

.................................... ”

Exciting Opportunity to Earn PDUs!

https://vrms.pmi.org/OpportunityView/OpportunityView/?opId=3731

https://vrms.pmi.org/OpportunityView/OpportunityView/?opId=3820

[email protected]

We invite you to apply for the volunteering opportunity “Technical Paper Reviewer PMPC

2014” to review and select technical papers submitted for the conference at

ndOpportunity Closes on 22 August 2014.

We invite you to apply for the volunteering opportunity “PMPC 2014 Mobile App Project

Team Member” to help develop and test an Android App that can be used for conference. If interested please apply on

thOpportunity Closes on 24 August 2014.

For queries contact Shilpa Gnaneshwar at

th ndPMI Bangalore Chapter announces PMPC 2014 from 20 -22

November at Nimhans Convention Centre, Bangalore.

This year's theme is "Architecting Project Management for

transforming lives". Please mark your calendar and stay tuned

for further announcements from the Chapter.

PMI Newsletter Aug 2014 · Namita Gupta, PMP, PMI-ACP Rama K, PMP, PMI-ACP Shikha Vaidh, PMP,...

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Transcript of PMI Newsletter Aug 2014 · Namita Gupta, PMP, PMI-ACP Rama K, PMP, PMI-ACP Shikha Vaidh, PMP,...