Page 1
Volume - 5 - Issue 11
February
2018
Chapter News
- Capt. L. N. Prasad
Organizational Agility
- Indrani Roy
Managing in a Changing
Business Environment
- K. Murugesan
ERG Motivation Theory and
Implications for Managers
- Suparna Kapoor
The Good, The Bad and The
Ugly Stakeholders
- V. Padma
PM Member's Corner
- Muktesh Murthy
The Lighter Side of PM
- Rajiv
CONTENTS
Q. This theory helps
understand when you are
equally challenged and
enjoying your work?
DID YOU
KNOW
Editor’s NoteEditor’s NoteDear Readers,
India won the third test match in
South Africa at Wanderers stadium,
having lost the first two matches,
the final result was 2-1 in favour of
South Africa. Let us step back in time.
The Indian team was on cloud nine with 8
consecutive series wins since 2015. Winning
series after series on home turf notably against
opposition like South Africa and Australia. The
wickets in South Africa were a different cup of tea.
With the ball bouncing and seaming the batsmen
were all at sea. The first test was a sad sight,
seeing the star studded Indian batting lineup
playing and missing. The second test was suicidal
on a wicket that was typically subcontinent.
What does this teach us from Project Management
perspective? Let us superimpose the Project
Management framework to the game of cricket
and each test series as a project. The 'projects' in
India were all on familiar environment tailor made
for success. The team was well adapted, it did not
matter who the opponents were, a single strategy
was enough to bring home the bacon. Indians
packed the same strategy along with their playing
kits and travelled to South Africa. The strategy
that once was a recipe for success was suddenly
brittle. A new project strategy was necessary,
more important a new mindset was necessary.
The principles of Project Management and the
project framework are situations, time tested.
However, all projects are not the same. The
environment may be different. It may be the
organizational, business, industry, technological,
regulatory or ecological environment. The same
strategy will not always work. The skills and
experience of a Project Manager to adapt and
navigate in a new environment comes to the fore.
There is no fixed recipe to quickly apply in such
cases. The only available option is to be proactive
and 'live and learn' and quickly adapt. This is
where team building and communication plays a
decisive part in a project success. In difficult
situations the team's morale is low and shadow
communication often negative and disruptive. It
is for the Project Manager to sense the pulse and
direct the team. Ethics and transparency plays a
major part in these troubled times.
A good Project Manager is one who can
turnaround a difficult project. An effective
strategy is to gather the team and recognise there
is a problem. Once recognised, brainstorm
alternate solutions and using consensus apply the
best one with a fall back option. Communicate on
a daily basis with stake holders and may be even
more frequently to the team till the 'red alert' is
on. Identify success points, low hanging fruits and
demonstrate accomplishments that raise the
team morale. Soon one will see the inflexion point
where the project is on the right course. It is not
lightly said, that nothing succeeds like success.
It’s people who drive a project and success brings
in positivity.
The third test in South Africa played on a deadly
track, India won. I think it was team dynamics and
the will to succeed that brought India the victory.
Thanks and Best Wishes
Tanish Mathur, PMP, PMI-ACP
Editorial Content Credit :
Vishwanath Thanalapatti, PMP
- Capt. L. N. Prasad
PM Footprints: During the month of January 2018, two PM
Footprints session were held.
thOn 4 January 2018,
Ms. Rupali Dash,
Managing Director of
Base for Innovation
Research Design
Support and
Continued on Page 7...
Chapter News Sustainability (BIRDSS World), spoke on the topic "Industry and
Academia: Why Collaboration"
thOn 18 January 2018,
Dr. Asoke Talukder, Chief
Science Officer, Vibrant
Health Ltd., spoke on the
topic "Project Management
Challenges in Big Data
Analytics".
Both the talks were well
attended and received.
Organizational Agility
Volume - 5 - Issue 11 February 2018
2 Page
flexibility had 78% of their projects
meeting original goals and 64% were
executed on time and 66% within budget.
The comparable percentages were 56%,
42% and 45% for organisations with
poorly developed organisational agility.
This is a clear indication how
organizational agility impacts project
outcomes.
[See Fig. 1; Source: PMI's Capturing the
Value of Project Management Through
Organizational Agility, 2015]
Prosci's Building Organization Agility
webinar in February 2016 involved 250
participants. Figure 2 depicts the
capabilities they strongly opine that their
enterprises have accomplished through
organizational agility. [See Fig. 2;
Source: Prosci's Agility Attributes
Assessment]
The biggest benefit is in 'cross
organisational collaboration' (70%). Large
organisations try hard to achieve this.
The next is 'Anticipation & plans for
changes (45%); this is the 'willingness to
change' mindset. There is an element of
risk when changes occur, it is not
surprising to see 42% have assessed
'Improved risk management practices'.
Organizational agility is not a choice
but a necessity. To code it into an
organisation's DNA the leadership
has to engender a culture that
promotes agility. The most important
are :
1. Promote actionable to-dos for the
future.
2. Collate data to understand future
market and go for enterprise-wide
decision-making.
3. Be clear on business goals and have
room for modifications as well.
4. Reward and acknowledge innovation.
5. Value new ideas and positive changes
more than corporate hierarchy.
6. Simplify complex systems for
minimum supervision during
execution.
7. Create and follow the best practices
for the management of change, risk,
etc. of project/program/portfolio(s)
8. Evaluate organizational strengths and
weaknesses to accordingly optimize
efforts.
9. Create a more flexible structure,
service management system, and
training processes.
10.Serve effectually, function proficiently,
and deliver swiftly to meet strategic
goals.
The business environment is fast
changing. Organisations, to survive and
be competitive in such a dynamic
environment must be flexible and
adaptive; in effect be agile.
Organisational agility is this character in
an organization that prepares it to remain
relevant in the midst of change by
changing itself. Needless to say, it is
more relevant to long standing
Organisations as opposed to 'startups'
which by definition and structure are
agile.
Organizational Agility is the ability of an
enterprise to:
1. Predict and cost-effectively adapt to
changes
2. Get hold of opportunities with
customer satisfaction
3. Increase effective communication
4. Improve employee engagement
through productive training
5. Successfully undergo risk control by
rapid decision-making
The higher the organizational agility, the
higher the chances of efficiently
addressing the challenges thrown in by
new rivals, new technologies, and
dynamic market environments. As the
marketplace is not as stable as before,
ignoring the trending project
methodologies is like taking a shot in the
dark, which leads you nowhere.
A recent PMI global report conveyed that
organizations with highly developed
organizational agility showed better
collaboration, communication, and
PM Article- Indrani Roy
Organizational Agility
Continued on Page 6...
Managing in a ChangingBusiness Environment
Volume - 5 - Issue 11 February 2018
Page 3
feedback provided by the customers has
become a vital 'voice' for strategizing
campaigns.
Increasing presence of new generation
employees, the Gen-Z is another
phenomenon which is rapidly witnessed
in the organizations. Gen-Z generation
are highly tech savvy, aspire better work-
life balance, seek more autonomy,
entrepreneurial and more demanding in
nature. The skill sets needed to manage
the Gen Z crowd is very different from
the conventional model. Organizations
must respond in a disruptive way to
retain and motivate Gen-Z employees.
Innovation in Human Resource practices
will become a key in tapping the potential
of this fast-growing tribe.
The macro business environment is
volatile and dynamic in nature that offers
both challenges and opportunities. It is
for the organizations to embrace this
change and emerge as leaders. This
necessitates a paradigm shift in thinking
and approach. The 'disruptors', Social
media and Gen Z are driving the change.
A culture of change management will
guide organizations to successfully make
the transition. Knowledge Management
(KM) as a change management tool must
become an integral part of the
organization's core strategy to effectively
survive in this new world of business.
The inexplicable Gen-Z
Conclusion
VUCA World
Disruptive Innovation
The term VUCA originated with the United
States Army War College to describe
conditions resulting from the Cold War.
VUCA stands for Volatile, Uncertain,
Complex and Ambiguous in the domains
of Business, Politics and Defense etc. The
last decade witnessed a great saga of
VUCA in the business environment. The
complex geo political developments
across the globe, volatile financial
markets in developed and emerging
economies which has the ripple effects
across the world, ambiguous protectionist
policies adopted by nations and uncertain
technology innovations are the factors
which drive the VUCA environment in the
Business landscape.
To manage the VUCA effect, organized
Information is a new commodity which is
most sought after. Businesses must have
organised information as a “Knowledge
Commodity” asset and disseminate it
across to survive.
The VUCA in business environment has
engendered a paradigm shift a few of
which is described in the table below.
Rapid advances in Information and
Communication Technology like Internet
of Things (IOT), Cloud computing and
Augmented Reality (AR), ICT in short is
radically changing the way the businesses
are run and managed by challenging the
existing business models and processes.
The rules are being rewritten. Most of
these Innovations are based on
leveraging the power of ICT. We now
have out of the box solutions to
conventional problems and software
applications have replaced the traditional
brick and mortar model businesses.
Today, the businesses and social media
are intertwined
inextricably to such an
extent that managing
the social media has
become part of a
company's overall
strategy. It has emerged
as a powerful tool for
promotion of businesses
and in reaching to the
masses. Presence in
social media has now
become an imperative
for the businesses to survive and thrive in
the market place.
Social Media has huge potential,
especially for 'startup' ventures to
understand the markets and to promote
products/services in an inexpensive and
effective way. This new platform is
helping in brand building. The quick
Social Media as a game changer
PM Article
- K. Murugesan
Managing in a ChangingBusiness Environment
It's a VUCA World
Disruptions in the Business landscape
Social Media is the New age Marketer
ERG Motivation Theory andImplications for Managers
Volume - 5 - Issue 11 February 2018
ERG Theory
Existence Needs -
Relatedness Needs -
Growth Needs -
The ERG Theory was proposed by Clayton
P. Alderfer in 1969. The model was
developed in his book: "Existence,
Relatedness, and Growth; Human Needs
in Organizational Settings".
The ERG Theory talks about three levels
of needs and is based on Maslow's Needs
hierarchy which proposes 5 levels of
needs. The three levels of needs are:
This group of needs
is concerned with providing the basic
requirements for material existence, such
as physiological and safety needs.
In a work context, this need is satisfied
by money earned in a job for survival and
other existential requirements.
This group of
needs focuses on the desire to establish
and maintain interpersonal relationships
with family, friends, co-workers and
employers. This need includes the need
to interact with other people, receive
public recognition, and feel secure around
people.
In a work context and given the amount
of time most people spend at work this
need is normally satisfied to some extent
by their relationships with colleagues and
managers. This need can also be fulfilled
by creating Communities of practice,
Mentorship & coaching program, regular
review and interaction meetings,
feedback sessions, team outings etc.
These needs are about
the fulfilment of desires to be creative,
productive and to complete meaningful
tasks in order to build and enhance a
person's self-esteem through
personal achievement.
These needs are all about
personal development. In the
work context, a person's job,
career, or profession can provide
a significant satisfaction for
growth needs. These needs can
be met through promotion, job
enhancement and job rotation, training
and other developmental opportunities,
freedom to experiment with new ideas,
providing feedback on improvement
areas, ensuring that the employees and
teams understand the significance of the
task and how it connects to the
organizational objectives/project vision
etc.
The ERG model is fluid, meaning
simultaneous needs could be seen in one
employee. Someone who is struggling to
meet the "Existence" needs could also
seek a sense of "Relatedness" with
others. Managers must understand the
fluid nature of the ERG theory and be
able to apply the model in different
circumstances by knowing their team
members and other stakeholders.
In addition, the ERG model acknowledges
that if a higher level need remains
unfulfilled, the individual may regress to
lower level needs that appear easier to
satisfy. This is known as the frustration-
regression principle. This frustration-
regression principle impacts workplace
motivation.
Now let's look at how it plays in a
workplace. For example, if the workplace
is highly controlled and position oriented
and not too many opportunities exist for
organizational/project members to
communicate and interact among
themselves or with senior managers and
leaders. In such cases the organizational
culture is all about work and task and the
only conversations people have in the
One of the most challenging
task for Managers and Leaders
is to ensure that people and
team members are more
productive and stay motivated
enough to actually get things
done as per the organizational
and project requirements.
Social scientists have been studying
motivation for decades, trying to find out
what motivates our behaviour, how and
why?. Dozens of theories of motivation
have been proposed over the years.
Some of the popular ones are Maslow's
hierarchy of needs, the two factor or
hygiene theory by Hertzberg, Theory X
and Theory Y by Douglas McGregor , ERG
Theory, Equity Theory, Vrooms
Expectancy theory etc. For the purpose of
this article we will look only at the ERG
theory and explore how it has an impact
on employee motivation and what can
Managers and Leaders do to have a
positive influence on motivation.
Motivation is a theoretical construct used
to explain behaviour. It gives the reason
for people's actions, desires, and needs.
This definition also implies that one of the
prime reasons for the way people behave
is to fulfil a particular need or desire.
Many of the theories of motivation
revolve around this construct of “human
need”.
Work motivation "is a set of energetic
forces that originate both within as well
as beyond an individual's being, to
initiate work-related behaviour, and to
determine its form, direction, intensity,
and duration". The diagram given below
illustrates the components of work
performance and motivation is a key
component in it. In fact ability and
environment also influence the employee
motivation thus impacting performance.
Thus, it is the role of the Project Manager
not only to ensure requisite skills/training
and resources but also to work on their
team member's intrinsic motivation which
comes from achievement and recognition.
4 Page
PM Article
- Suparna Kapoor
ERG Motivation Theory andImplications for Managers
Continued on Page 6...
The Good, The Bad andThe Ugly Stakeholders
Volume - 5 - Issue 11 February 2018
Page 5
PM ArticleThe Good, The Bad andThe Ugly Stakeholders
- V. Padma
body language is evident, greedy
with an appetite for risk.
To a PM it is very difficult to map such
individuals. One cannot predict the
next move. This person may smile
away when things are looking bad
and be sympathetic. So much so that
it will give a sense of 'all is well'. In
the next second the explosion will
rock the very foundations. He is this
way with everyone. Superiors, peers
and those lower in the hierarchy. One
can do little with such a person. The
PM is the scapegoat for all failures. Watch
out for him, he walks with a dagger or a
drawn gun in his hand, shoots to kill,
though not licensed. In short such a
person is a nuisance.
The profiling here is more of
characterization of stakeholders. One
may not see all the three types in every
project. However, some strains may be
visible on the surface. In my view it is
always easy to work with a tough
stakeholder who is not devious. The only
reason is that it is easy to predict the
course of action. A lenient stakeholder is
a maverick. One does not know what the
reaction will be. The person may respond
differently to the same situation at
different times. In this write up 'The
Good' is a people's person with equal
focus on the project progress and
outcome. 'The Bad' is a task master
ready to crack the whip. 'The Ugly' is
politically astute and not trustworthy; he
will take credit for success and point
fingers when things go wrong.
This is the exciting world of Project
Management that we have chosen to live
in, people skills are a key success factor;
whether dealing with stakeholders,
project team or the clients.
'The Good, The Bad and The Ugly'
a classic spaghetti western that
brought to fore three contrasting
personalities on a mission akin to
a project; a great example of
stakeholders with the same
objective, but with contrasting
approaches to achieve it.
Mr. Good is the smart one, always
does the right thing. This guy is
goal oriented and works with a
strategy up his sleeve. When
needed, he can collaborate with
any person, without losing sight of the
goal. A trustworthy, non-political and
supportive person. He has information
and knows when to use it for advantage.
This keeps others in check.
As Project Managers (PM) this is the
stakeholder we like best, easy to deal
with. A PM can always walk up to him and
have a fact based candid conversation
without sweat. In a meeting, he will look
closely at the dashboard, swiftly identify
the variances and ask if any corrective
actions are planned or being taken up. He
is non-interfering and gives freedom to
operate. The best is he does not get
swayed by others opinion.
Mr. Bad is a secretive person. He has his
own agenda and approach; does not miss
out an opportunity when he sees one. He
will have an undisclosed ultimate goal
and this project is enroute to that
ultimate goal. Not a friendly person, he
does not harm if one does not cross his
path. He sits quietly through meetings,
rarely ever asks a question.
When a PM identifies such stakeholders, it
is good to be respectful. One can never
get close to such a person. Smile in a
friendly way. Never ask, however, be
prepared to answer questions that are
asked with short and precise responses.
When one discusses the project progress,
it is the poker face that one will see, with
sharp penetrative eyes. The quiet
demeanor is not to be mistaken for
dumbness. Map this person to preempt
surprises. Be ever ready with the latest
dashboard and get your numbers
straight. For all you know he will have the
numbers in advance. While in a
discussion, select words cautiously.
Mr. Ugly is the maverick. At times very
friendly and at others, vicious and
ruthless. He transits very quickly between
the extremes. Collaborates with an
ulterior motive. Tries to extract the
maximum from each transaction. The
The PM is the scapegoat
for all failures. Watch
out for him, he walks
with a dagger or a
drawn gun in his hand,
shoots to kill, though not
licensed.
6 Page
Volume - 5 - Issue 11 February 2018
What inhibits organizational agility? Let us look into the
top four challenges.
The agile values have to be aligned with company's values (63%).
A coach with experience is necessary (47%) to carry forward the
'organisational agility' agenda. The management will have to
support the initiative (45%) as the transition is not always
smooth. Finally, the 'status quo' needs to give place to 'change is
necessary' mindset (43%).
Conclusion
To reap the benefits of organizational agility, dependable practices
and procedures that demonstrate innovation, flat decision making,
'startup' culture should be followed. Communication tools across
the organization for interactions between team members,
stakeholders, sponsors, and PMOs must be effective. Experts
should be brought in to train the people to think new. Finally,
internal support, and sponsorship is a necessity to transform an
organization.
"This article is owned by Computer Aid Inc aka CAI
(http://www.compaid.co.in). The person mentioned in the author's section
coordinated to get necessary approvals to publish in PM Essence for sharing
the knowledge with Project Management Community."
Organizational Agility ... continued from Page 2
DID YOU
KNOWA. names the feeling of complete and energized focus in an activity, with a
high level of enjoyment and fulfillment. As Csikszentmihalyi sees it, the
components of a Flow producing activity are: When the challenge is
greater than our abilities, we become anxious and potentially dead.
When the challenge is significantly less than that of which we are
worthy, we become bored, and potentially dead.
Maintaining the dynamic balance between abilities and challenge is key
to the fun experience in work. That is, keeping it dynamic. Making it
possible for anyone to find exactly the right amount of challenge needed
to engage exactly those abilities needed to access Flow. Which means
that when work is fun we have created complex, but negotiable
challenges, challenges that allow the individual to engage or disengage,
to work harder or work safer.
[
Flow Theory, discovered by psychologist Mihaly Csikszentmihalyi
Source - Internet]
workplace community is related to problems, issues,
challenges and transactions to achieve targets the
relatedness need remains unfulfilled. So there exists a
high probability that the employees or team can regress
to lower level Existence needs and seek motivation
through only salary, perks and benefits. This can create
problems for an organization since financial advantages
can only be provided to a certain extent & there is
always an upper limit to it.
Similarly if growth needs are not being fulfilled and
employees do not seem to find meaning in their work –
they believe that they are considered just as tools or
resources to meet the organizational goals and
objectives, an insignificant cog in the wheel, it is again
possible that the members can regress to the existential
need centering on money. Hence it's important that all
the three needs are balanced and focused attention is
given to fulfilment of all three needs. It is a key role of
managers, leaders and HR community to ensure that
opportunities exists at all levels within the group, team
or organization to fulfil the relatedness and growth needs
through structured or unstructured processes and
interventions.
This theory can also be used to advantage by Managers
in situations where financial constraints exist, within the
organization in terms of salary and other benefits and
the employee workforce is demotivated due to these
factors. (These constraints could be temporary due to
market conditions, competition, downturn, etc. or
inherent to the organizational remuneration policies). In
such a scenario the employee motivation can be
enhanced by providing them more opportunities to learn,
gain expertise in cross-functional domains, experiment
with new processes, products or technologies, create
forums for regular interactions, having more team
related activities and generally enhancing the flow of
communication among various levels in the organization.
This will have an impact on the relatedness and growth
needs thus impacting their motivation positively. The
employees & team members need to get a feeling of
belongingness and contribution. This in turn will have a
great impact on improving the organizational
performance.
Thus, we can see how the knowledge and understanding
of this particular theory can help managers to motivate
their team members and counterparts in other
groups/projects through a multi pronged approach and
not look at money and positional power as the only
source of motivation.
ERG Motivation Theory ... continued from Page 4
Volume - 5 - Issue 11 February 2018
Page 7
E&C PM Footprints: The Footprints session of the E&C forum
thwas held on 20 January
2018. Mr. Alastair Stubbs,
Country Manager,
Humanscale, spoke on the
topic "Designing Healthy
Work Environments".
During the Second session,
Mr. M S Hiremath, an
Independent Consultant and
Project Management
Professional, spoke on the topic
"Buffers Management in Projects
(Critical Chain)". Both the talks
were well attended and received.
PMP QUEST:
Agile Foundation Course:
PMBOK® 6 - New Edition:
th stTraining classes were held on 20 , 21 ,
th th27 and 28 January 2018.
The one-day agile
thfoundation course was held on 6 January 2018.
As many of you are aware
PMI has released a new standard of PMBOK®(Edition-6).
The Chapter conducted a one-day bridge course focusing
on changes incorporated in PMBOK® Edition-6 with respect
to the previous version. The course was held on
th13 January 2018.
Chapter News ... continued from Page 1
PMI Bangalore India Chapter - Member's Speak
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One of the reason I joined Bangalore chapter is to get PDU credits.
For Project Managers like us PMI Bangalore Chapter provides good
networking opportunities - Mrs. Anubha, Project Manager, Society
General
After having established in Business and IT, I would like to explore
PM areas, learning opportunities hence I joined PMI Bangalore
chapter - Dr. Bolisetti Batheiah, Group IT Head, Embassy Group
I need to complete my PMP Certification. Learnt that PMI Bangalore
chapter (PM Quest) provides required support - Mr. Naveen Bhalla,
Manager – Operations, CISCO
PMP Certification is next on my To-Do list. Joined PMI Bangalore
chapter, as I learnt they provide required help or guidance to
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Consultant, SourceEdge
Moving to Bangalore next month. Joining PMI Bangalore chapter is
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Project Manager, Cerner
Talking to PMI members boosts confidence to complete PMP. Also
there are places and avenues to get good material and support
contacts in PMI Bangalore chapter -
Mrs. Baishakhi Ghosal, Project Manager, Oracle
If one wishes to learn and grow in Project Manager community, then
PMI Bangalore chapter, is the place to be in - Mrs. Veena, Project
Manager, ValueLabs
As a PMI Member One Can Enjoy
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Volume - 5 - Issue 11 February 2018
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Appended is the list of
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0
2,500
01/01/2016 01/01/201801/02/201801/01/2017
3,000
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