PMI Newsletter Feb 2014Dear Friends, Greetings from PMI Bangalore India Chapter! ... Vidyadeepa...

Thanks and Best Wishes

Soumen De, PMP

[email protected]

Editor’s NoteEditor’s NoteDear Friends,

Greetings from PMI Bangalore India Chapter!

One of the thing that really caught my attention was the news of Satya Nadella, the Indian

born from Anatapur in Andhra Pradesh becoming the CEO of one of the world's largest IT

Company, Microsoft on first week of February. He defined himself as someone with a sense

of curiosity and thirst for learning. In his message to his employees he told this thing which appeared very

inspirational “The best work happens when you know that it's not just work, but something that will

improve other people's lives” While this definitely applies to us in our professional work, but I would

imagine it also applies to all our volunteers who spend hours together to improve other people's lives. The

Vidyadeepa project is a standing testimonial where we are helping the school children from remote

villages to catch up with their studies when they get those nagging power cuts at night.

Our volunteer PM Quest faculty members is another example. Recently during the PM Quest Faculty meet,

the volunteers got together and brainstormed ideas on how to make the PM Quest module a notch better

to help interested PM community members to take up the PMP certification test with lots of confidence. We

continued our association with IEEE to expand our understanding of emerging trends in today's time and

enable the cooperation between industry and academia. I had often mentioned, PM volunteering offers

you the readily available platform to hone your people management and leadership skills and thereby

attain the satisfaction by making the lives of other people better. Do share your thoughts and suggestion

with us.

Happy Reading!

Chapter News

Editorial Board

Murali Santhanam, PMPRaghavan S.S.V., PMPRama K., PMP, PMI-ACPShikha Vaidh, PMP, PMI-ACPSoumen De, PMP

Volume -1 - Issue 13 February 2014

-Capt. L. N. Prasad

Q. In project management, this

is a formal study of "the space

between where we are and where

we want to be." What is it?

Chapter News- Capt. L. N. Prasad

PM Accomplishments

Cultural Intelligence of a

Project Manager - Anup Kumar Gupta

®PMBOK 5 – What is new

guide all about?- Namita Gupta

The Lighter side of PM

DID YOU KNOW?

Co

nte

nts

Continued on Page 6...

PM Footprints - During the month of

January two PM Footprints sessions

were held. On 2nd January, Mr.Anand

Murthy Raj, Project Manager/Scrum

Master, HP, Bangalore spoke on the

topic of “Common Mistakes by Agile

teams”. He shared his experience in

adopting 'Agile' techniques and some

'lessons learnt' during project

implementation in his organization.

On 16th January, Mr. Niladri Choudhury,

Expert Consultant and Trainer in Portfolio,

Program and Project Management spoke on

the topic of “Key Insights into Project

Portfolio Management (PPM)”. The talk gave

a nice overview of Project Portfolio

Management (PPM) and how some of the

key concepts of PPM can be used to analyse

and collectively manage a group of current

or proposed projects.

Both the topics generated a lot of interest

and discussion among the participants.

2 Page


Nagesh Ramamurthy, M.Engg, M.Sc, PMP, CSQA

In October 2013, Nagesh became the first member of Bangalore India Chapter to

graduate from the PMI Leadership Institute Master Class. The PMI Leadership Institute

Master Class, focuses on developing a sharper strategic vision and collaborative project

for continuous self-evaluation and development. He is presently the Senior Director,

PMO & Help Desk Services at Cegedim Software India Private Limited. He served as the

Chair of the 2013 PMI Board Volunteer Advisory Committee, and is currently a member

of the PMI Professional Awards Program Member Advisory Group. Graduates of the PMI

Leadership Institute Masters Class are active volunteer leaders who work worldwide to

advance project management standards which deliver predictable, repeatable and

profitable results.

Sathish Kumar T. S., PMP

Mr. Sathish is presently the Manager at Pace Micro Technology India Pvt. Ltd.,

Bangalore. He successfully completed his PMP Exam in November 2013 and shared his

experience of PMP Journey.

Prior to his PMP Mr. Sathish passed with "A" Grade a PM course last year at IISc,

Bangalore. With this foundation at IISc on Project Management course Mr. Sathish

planned for PMP. In July'13 he enrolled for PMP Quest to align with PMBOK methodology

and passed the Exam in November 2013. His elder brother Mr. Raghavendra Rao T. S.,

PMP, CSM gave him much of the guidance and support required.

Mr. Sathish then volunteered for a presentation on PMP examination and preparation

for a 2014 batch of 30 students at IISc. He says he was very fortunate to present this at

IISc and bringing in the awareness about PMP Exam and Certification.

Post his PMP® Credential Mr. Sathish is also guiding some of his colleagues and friends

who are PMP® aspirants to take up the PMP Exam and pass in it their first attempt there

by sharing his newly acquired knowledge.

PM Accomplishments

Starting from the December 2013 issue of PM Essence, we have added a new section to the PM Essence to celebrate the

professional accomplishments and significant milestones reached by the readers. PM Accomplishments is YOUR section for

sharing the joy of professional achievement with the rest of the community an inspiration for others to follow. Please

share details of your achievement in not more than 50 words and send it along with high resolution picture associated

with the accomplishment with the Chapter for publishing in PM Essence.

Certain rules apply:

1. The accomplishment must relate to project management profession. Please do not send information on promotions,

new job, new role and other routine events.

2. The accomplishment must be within the last 6 months.

3. The entries received will be evaluated by the Chapter and selected accomplishment(s) will be published in the Essence

of the following month.

Please write to [email protected] (editor of Essence) and share details of your accomplishments and

steal the limelight.

Anup Kumar Gupta, PMP, ITIL, IBM India Pvt. Ltd.

The reasons that cultural intelligence is

important could be

Culture is the inner fabric of a person – it is

what he/she believes in and holds dear

In terms of talent management, cultural

Intelligence is a way of unleashing the inner

passion and potential

Respect comes from understanding and

tolerance. If we do not engage with the

people's culture, we will not really respect

them.

People are different, and we should not try to

impose sameness on them.

Different cultures bring different strengths to

the table

Cultural Intelligence also helps us to adapt to

the cultural differences and work to bridge

them.

The most frequent challenges project managers

have to confront relate to the triple constraints

of project i.e. schedule, cost and scope.

Schedule – There can be different

understanding of the schedule as such. In some

cultures like India a schedule is seen as a rough

orientation and in other cultures it is taken as

set in stone.

Scope – Different attitudes towards quality can

potentially lead to over or under fulfilling of

scope items. Relationship orientated like the

Indian culture versus the goal oriented like the

western culture can lead to incomplete or missed

scope items. The 'never say no' and 'do not ask

why' attitude that the Indian's have developed

due to the long colonial rule, although leads to

good relationship with a customer or other

stakeholders, however could potentially lead to

scope creep or gold plating, which are both

dangerous for the overall success of a project.

Cost – The western attitude of “Time is money”

does not apply around the world. There are

•

•

•

•

•

•

Culture can be represented as an iceberg.

Like an iceberg, culture has small “visible

part which we perceive through our senses.

Ref. fig # 1 – there is a large “invisible” part

which consists of the values and thought

patterns that each culture has created over

time.

Cultural Intelligence (CI) could be defined as

the recognizing and understanding of the

beliefs, values, habits, attitudes and

behaviors of a group of people and the

ability to apply that knowledge towards the

achieving of specific project goals.

The Cultural Intelligence model consists of

three dimensions: cognitive, motivational

and behavioral. The first dimension

illustrates "person's understanding of

culture-specific behavior" and includes

learning of the foreign culture principles.

The second one represents motivation

factors and attitude of individuals towards

cross-cultural interaction. It can be also

presented as curiosity towards a new

culture. The behavioral dimension defines

behavioral patterns adopted by an individual

in order to effectively participate in cross-

cultural communications.

Some of the main reasons for the failure of

international projects are the Project

Manager's lack of competencies for securely

moving in intercultural environments.

Why Cultural Intelligence

In any global project

management assignment it is

important to consider and be

aware of the potential problems

arising from cultural diversity

that exists among project

managers, project team

members and other

stakeholders. This cultural

divide may cause many

cross-border projects to

fail or succeed depending

on how effectively the

Project Manager has been

able to put in practice his

cultural intelligence.

Cultural intelligence

has been established

as a core capability

essential for the

success of any

business

transformational

initiative in 21st-

century and beyond

Any Business transformation

begins with collaboration

between various global teams

to define the programs and

projects. Hence, it is of

paramount importance that we

understand this important

aspect called 'Cultural

Intelligence' which could be a

major hindrance to this

collaboration itself, and

eventually determines the end

result of the transformation

initiatives.

Let's first try to understand the

meaning of the word culture.

There is no single definition of

“culture” exists”, culture as

being “a collective

programming of the mind which

distinguishes the members of

one group or category of people

from another”.

Cultural Intelligence


PM Article


Cultural Intelligence of a Project Manager - India PerspectiveCultural Intelligence of a Project Manager - India Perspective

4 Page

Spotlight

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

Around 4 to 6 hour per month and these will increase during major initiatives.

What motivates you to volunteer for PMI?

Passion, learning and exposure motivates to be part of PMI.

What have been the challenges for volunteering at the Chapter?

Harmonizing the professional, personal and Chapter activities.

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

three?

By planning, delegating and leveraging technology, I have balanced the requirements of these competing

demands.

Name any 1-2 best volunteering experience?

I am part of PMI Bangalore Chapter from last 9 years. The annual PMPC content development and

improvement of the PM Quest content have been two of the memorable volunteering.

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

Reading books.

What will be your message for your fellow volunteers?

Networking and good communication skills are essentials for professional growth, and volunteering

provides an excellent platform to master both.

What is your thought on preferred recognition for volunteering?

An annual get together to facilitate volunteers interaction and exchange of personal experiences.

With more than 25 years of experience in the IT industry,

he has been actively involved in development and

Implementation of process frame work based on PMBOK,

ISO, CMMI Development and Service Models.

He has also been instrumental in designing and implementation

of work flow based tools for managing the project management

activities by using HP PPM at his workplace. His expertise also lies in designing,

developing and implementing measurement framework by including process performance

models, governance and health check.

Raghunatha K., PMP


A. In information

technology, gap analysis is

an assessment tool to help

identify differences between

information systems or

applications. A gap is

sometimes called "the space

between where we are and

where we want to be."

A gap analysis helps bridge

that space by highlighting

which requirements are being

met and which are not. The

tool provides a foundation for

measuring the investment of

time, money and human

resources that's required to

achieve a particular outcome.

In software development, for

instance, a gap analysis can

be used to document which

services and/or functions

have been accidentally left

out, which ones have been

deliberately eliminated and

which still need to be

developed. In compliance, a

gap analysis can be used to

compare what is required by

law to what is currently being

done.

[Source - Internet]

®PMBOK 5th Edition is applicable

and everyone is trying to achieve ®PMP credentials with the new

approach. Before talking about the ®changes and refinements PMI did

®in PMBOK 5th edition, it's very

important to understand for

everyone that project

management body of knowledge is

“One” and holds the same

purpose. For example, we plan to

build a house, the objective is a

House, how we build it can vary

with today's circumstances and

exposure and what was known and

experimented yesterday. We may

use hollow blocks today in place of

bricks we used in past for good of

course.

®Updates to PMBOK has been

made to achieve greater degree of

consistency, clarity by refining

processes, standardizing input and

outputs where possible, and

implementing a global approach

for documenting the input and

outputs. In addition to consistency

and clarity the feedback received ®on PMBOK 4th edition has been

considered and taken as

appropriate by the update team.

Let's discuss some high level

differentiators.

There is an additional Knowledge

Area – Project Stakeholders

Management. This makes the total

count of knowledge areas 10 in

place of 9 (4th Edition)

ü

ü

ü

ü

Total number of processes increased to 47 from

42 (4th Edition)

ITTO has been increased to maintain

consistency with refinement of content. As per

an online source, this increase is ~ 19%

Good news, there is no change in process

groups number. Its same as 5. Surprised? Can

you think of anything more than initiation,

planning, executing, M&C and closing? How can

this change unless until some really new

innovative dimension comes into picture.

It's worth to go detail of KAs and Processes to

understand the context:

KA refers to complete set of concepts, terms, and

activities that make up a professional field, project

management field, or area of specialization. All 9 ®KAs defined in PMBOK 4th edition are exactly

named same and up to its purpose. There is one ®additional KA in PMBOK 5th edition “Project

Stakeholder Management.

Project Stakeholder Management KA has been ®conceived with bifurcation of PMBOK 4th edition

Project Communication Management KA into 2

KAs. Deferred and post publication comments on

Project Communication management KA in ®PMBOK 4th edition uncovered the need of a

dedicated KA for Stakeholder Management.

There are two types of processes changes in ®PMBOK 5th edition we need to look in:

1. Addition of processes

2. Updating of existing processes

As mentioned earlier we have total 47 processes in ® ®PMBOK 5th edition on place of 42 in PMBOK 4th

edition. So there are in total 5 new processes

listed below

1. Plan scope management

2. Plan schedule management

3. Plan cost management

4. Plan stakeholder management

5. Control stakeholder management

Knowledge Areas:

Processes:

Addition of processes:

Namita Gupta, PMP, UIDAI

PM Article


1-4 processes are around concept of

detailed subsidiary plan for major

Knowledge Areas. If you are familiar ®with PMBOK 4th edition, you will

realize that wherever there was no

specific process to create subsidiary ®plan for KA, PMBOK 5th edition

added it. The idea behind doing this

is to reinforce that subsidiary plans

are developed to plan the details in ®each KA. Earlier in PMBOK 4th

edition there was no specific

process to create scope, schedule

and cost management plan and it

was assumed that project

management plan was taking care

of it under integration management.

This was a bit confusing because

other KAs such as quality,

communication, human resource,

risk, procurement KAs had

dedicated processes for planning of

respective KA. Even the rest of

planning processes are renamed for

consistency which we shall discuss

while talking updating existing

processes.

Control Stakeholder Management

process has been added to complete

newly added Project Stakeholder

Management knowledge area. On

the similar lines of other major KAs,

project stakeholder management KA

needs controlling as it's now a

separate entity and not covered

under communication management.

Below is a brief about key updates

and their drivers. On the whole ®PMBOK 5th edition has refined,

restructured input, outputs and

tools & techniques for almost all the

newly added, updated as well as

existing processes. Definitions for

processes have been changed to

align with its names as well as

inputs from project management

community.

Updating of Existing processes:


If you are familiar with

PMBOK® 4th edition, you will

realize that wherever there

was no specific process to

create subsidiary plan for KA,

PMBOK® 5th edition added it.

®PMBOK 5 –

What is new guide all about?What is new guide all about?

6 Page

substantial differences in the value and importance

that are assigned to money. Like the schedule, the

project budget can be perceived as either a given, or

a mere recommendation.

Project Manager is a “Manager” first when project

management meets globalization; additional

dimensions of complexity have to be taken into

account. Project Managers usually have to deal with

a variety of cultures at the same time.

Historically, Project Management was a face to face

environment where team meetings involved all

players convening together in one room. The team

itself may even be co-located. Today, because of the

size and complexity of projects, it is impossible to

find all team members located under one roof.

The importance of culture cannot be understated in

this scenario. Below points need mentioning

regarding the impact of culture on virtual teams.

1. Team leaders and members who understand and

are sensitive to cultural differences can create more

robust outcomes than can members of homogeneous

teams with members who think and act alike.

Cultural differences can create distinctive advantages

for team if they are understood and used in positive

ways.

2. The most important aspect of understanding and

working with cultural differences is to create a team

culture in which problems can be surfaced and

differences can be discussed in a productive and

respectful manner.

3. It is essential to distinguish between problems

that result from cultural differences and problems

that are performance based.

4. Business practices and business ethics vary in

different parts of the world. Virtual teams need to

clearly articulate approaches to these that every

member understands and abides by.

Managers and leaders in today's changing and

increasingly complex market conditions should be

fully 'compliant' with the three dimensions

(Cognitive, Motivational and behavioral) of Cultural

Intelligence to ensure successful Business

transformational initiatives.

To achieve project goals and avoid potential risks,

project managers should be culturally sensitive and

promote creativity and motivation through flexible

leadership. Any international business transformation

initiative will not be complete unless the Cultural

Intelligence dimension is not fully deliberated as a

separate and major stream.

IEEE CONECCT 2014 -

Vidyadeepa (Light for Education) Project:

On 7th January the chapter put up a stall at the

IEEE CONECCT 2014 exhibition and conference held at J. N. Tata

Auditorium at Indian Institute of Science, Bangalore. The Chapter Stall

was able to generate lot of interest about PMI and its activities among

Students and other participants of the conference. It may be recalled

that PMI Bangalore Chapter and IEEE Bangalore Section have agreed for

joint cooperation and development of professional activities.

The Vidyadeepa Project is

a joint initiative of both the Chapter and Rotary Club west. Aimed at

distributing around LED Lamps and eTeaching Aids to around 100

schools around Bangalore, this has made a considerable progress and by

the end of January 2014 nearly 800 kits has been distributed.


Chapter News ... continued from Page 1

Cultural Intelligence ... continued from Page 3

Would you like to become the best Investor of “TIME”?

Soumen De, PMP

We must have heard about the popular classification of resources

known as the four Ms (Man, Money, Material and Machinery) that

transform inputs to desired outputs in a lean manufacturing system.

Project Managers like us would love to add a few more Ms- Methods (or

processes), Management and Measurements to help us get desired

results from our projects. But I would argue that one of the most

important resources that we all utilize is “TIME”. From simple school

project work we do to help our kids complete it in time (Mostly it is the

parents who have to do it, right?) to

complex business transformation

projects at our work, all needs

investment of our “TIME”. We need to

again invest “TIME” for our hobbies,

recreation, family, friends, meditation,

and the list can go on and on. I would

argue “TIME” is the only resource

available to us that we cannot store, when we are not using it.

Everybody, from the busiest CEO for whom every minute matters, to the

lovelorn couples for whom hours do not matter at all – All are entitled to

this resource “TIME”. Unlike other resources there is no competition on

getting this resource as everyone have been entitled to draw the quota

of 24 Hours of “TIME” every day. So what decides whether we live as

“Happy and Successful” persons or we live a life with a feeling of “Oh!

Another day of this daily battle” and wished “Had I had enough TIME”.

Our management and spiritual lessons teach us : First manage

yourselves - only then you can manage others and contribute to the

growth of your organization and yourselves. I feel, I can manage myself

well, only if I can manage my resource “TIME” very well. Just like

money, if we know where to invest, how to invest , how long to invest

and when to withdraw the “TIME” given to us, we would be able to work

wonders in managing ourselves and that will allow us to crack the magic

of professional and personal success. The phrase “Time is Money” used

by Benjamin Franklin is so true even today. Steven Covey in his seminal

book on “7 habits of highly effective people” has taught us the trick on

importance of managing “Urgent” versus “Important” things. I found it

very useful in managing time. So what are you waiting for? The book

stores and internet are full of self-help books on Time Management.

Grab one and unfurl the whole new person in you who will be known as

the one who has mastered the art of investing “TIME”.

A person located at the origin, who

has neither the ability, nor the

ambition, nor anybody to “pull him

up” the ladder in the Organization,

is a total Wash-Out (“WO”). It is a

wonder how he got in at all,. He

may either have to get out soon,

or if at all he manages to remain,

shall remain an “also ran”

throughout his career.

However, if he enjoys the

patronage of the higher-ups (“ambience”) in spite of having neither the

ability nor any personal ambition, he would go up at least to the height

allowed by the Peter Principle. Ultimately, when the ambience changes,

he would inevitably get thrown out. Till then, he would remain a Fat

Ulcer (FU”) in the Organization.

Next, we have the case of one with only ambition, but neither the

ability nor the ambience to help him realize his ambition. He may also

not last long, but while he is there, he will remain only as a Day

Dreamer (“DD”).

Then, take the case of the type sitting in the third axis, viz. one who

only has ability, but neither the ambition nor the ambience to help him.

He, would be content to remain a Shelf- Sitter (“SS”). The Management

would be happy to retain him for his ability, but when the time comes

to hand out the rewards, he would be ignored for the most part.

The author is aware that there are books and

articles galore on the subject, each one professing

to give useful tips and a series of lists of DOs and

DON'Ts, life histories of successful people and the

factors which enabled them to achieve their

success. For instance Stephen Covey's “7 habits”

(or “7 mantras” as Madhavan Rao, Independent PM

Consultant and author of 'Steering Projects to

Success' would have put it!), and success stories of

academic drop-outs such as Larry Ellison or Sir

Richard Bronson are all inspirational reading

material. This is not an attempt to add to this list,

for it would the most preposterous thing to do,

particularly by a person who never made it to the

top in his active career, and is therefore least

qualified to give advice to others. It is just an

observation, made in a lighter vein (and therefore

not to be taken seriously!) from one's experience

in the corporate world.

It is noticed that one's success in an Organization

is conditioned by three 'A' factors, viz. – Ability,

Ambition and last, but not the least, Ambience. The

last term is meant to refer to what is known in

common parlance as “having a Godfather”.

Representing these factors as the three mutually

perpendicular axes in a three-dimensional figure,

®PMBOK 4 Process Name

Direct & Manage project execution

Verify Scope

Plan Quality

Perform Quality Control

Develop Human Resource Plan

Plan Communication

Distribute Information

Report Performance

Monitor and Control Risks

Plan Procurement

Administer procurement

Manage Stakeholder Expectation

Direct & Manage project work

Validate Scope

Plan Quality Management

Control Quality

Plan Human Resource Management

Plan Communication Management

Manage Communication

Control Communication

Control Risks

Plan Procurement Management

Control Procurement

Manage Stakeholders Engagement

Change drivers

1. Direct & Manage process is more than executing

2. Definition of process refined. To align the name with the same

Emphasize this process is not only about accepting deliverables but validating it for

value to business, fulfilling project objective & intended use to Shs

support consistency in naming the processes that create the subsidiary plans

1. Support consistency in naming the processes that various control processes

2. support expansion in T & T in overall Quality Management (QA, QC & COQ) as

well as specific to QC



1. Clear confusion on Distribute Info and Report performance

2. Clear overlap with control scope, time and cost processes

3. support new definition of the process

1. Clear confusion on Distribute Info and Report performance

2. Clear overlap with control scope, time and cost processes

3. support new definition of the process

1. Support consistency in naming the processes that various control processes

2. Move emphasis away from term "positive Risks" to "Opportunity"

3. expansion of concepts of Risk attitude, risk tolerance, risk threshold & Risk

appetite


support consistency in naming the processes that various control processes

Increase focus on importance of appropriately engaging project SHs into project

decision

®I hope this was helpful in getting project management essence of PMBOK 5

®PMBOK 5 process Name


®PMBOK 5 ... continued from Page 5

Climbing Up the Corporate LadderAuthor Preferred to remain anonymous


Climbing Up the Corporate Ladder PM Article

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

“Operations” keeps the lights

on, while Project Management

.................

brings new lights on-board

Vivek Saurabh, PMP, Gyansys Inc.

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

23rd Feb 2014

Chapter will select the best slogan

and felicitate the winner during a

Chapter event.

[email protected]

“A good project definition

significantly increases the

chances of project success as

…….....................…. ”

Moving on to the “plane” people from the “axis” ones, a person who does not have

the ability, but has the ambience to favour him, and at the same time found not

wanting in personal ambition would be the Blue-Eyed Boy ('BEB”). Like the Fat Ulcer,

he would also be the object of justifiable envy from others, but since his strength is

also ambience-based, he shall be displaced, just as Chairmen of Housing and other

such Boards invariably are when political power changes hands.

Let us next consider the person, who has the ability as well as ambition, but lacks

the “ambience”. It is obvious he is a Misfit (“MF”) in the organization. The sooner he

quits, the better it is for him. He should look out for openings elsewhere or wait till

the “ambience” changes in his favour.

How about the person who has the ability, and the necessary ambience as well, but

is not ambitious enough? Someone wake him up, please, for he is the Sleeping

Hanuman (“SH”), not knowing his own strength.

Finally, we have the person who is the most successful, the High Flier (“HF”), who

possesses all the three attributes. He is the one who would go places. Since he is

“flying” all the time, and cannot be represented in a two-dimensional sheet of paper,

he has been marked with a circle. Are you one of this type?

Climbing Up ... continued from Page 7

PMI Newsletter Feb 2014Dear Friends, Greetings from PMI Bangalore India Chapter! ... Vidyadeepa...

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