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Feedback: [email protected] Synergy July 2015, Page 1 SYNERGY Collaborang Project Management for High Performance Business Insight Celebrating 10 yearsof volunteering service June 2015, Issue 14

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Page 1: Collaborating Project Management for High …€¦ · Collaborating Project Management for High Performance Business Insight ... gaon and will be joining Manipal University Mangalore

Feedback: [email protected] Synergy July 2015, Page 1

S Y N E R G Y Collaborating Project Management for High Performance Business Insight

Celebrating 10 yearsof volunteering service

June 2015, Issue 14

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Message from the President From the editor’s desk Mind Mapping Opportunities along the Project Life Cycle By Maneesh Dutt

Integrated Management Framework Enabler for Smarter Cities” By Vikas Dua

UCCMF – New Perspective for Managing Cross Industry Initia-tives By Reecha Goel

3 Points something on Mindful Project Management By Agya

Project Management Best Practices By Nitin Anand CCR changes and its impact: Why and What By Suresh Bansal Other ways to appreciate apart from money or recognition By Jatinder Singh Leadership Lessons: Scaled Agile, Risk Management & Quality in IT Sector

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Message from the President Dear Chapter Members and Practitioners, The second quarter started with the new board members started working on the strate-gy and generating actions for the implementation of the strategy. There were lot of dis-cussions and brainstorming sessions held to define the directions for the chapter. The vision is to increase the perceived value of PMI North India Chapter, by increasing the value to our chapter members. Some of the area where we have started the actions and most probably in Q3 you will start seeing the results

Starting Webinar Series: We have started experimenting with google hangout, and a webinar is just

around the corner.

Networking and Volunteering Opportunities: WhatsApp groups has been created for informal and

professional discussion and also to inform about the volunteering activities. Events: Regular monthly events are happening which are free or at discounted rate for PMI NIC mem-

bers

Social Media: Shashank has started to look at the strategy and way to reach social media for effective-

ly so as to generate value add for the PMI NIC members New Continuing Certification Requirements (CCR) is being getting implemented by PMI, please read the article in this edition to understand it in a better way as it will have an impact on the PDU We as Chapter Board will try to work on increasing member value, and would be glad to hear any new ideas, that you believe can help in increasing the member value of our chapter members. Once again thank you for your support, and we will keep on sharing with you the progress as things happen, till then have a nice time.

With best regards Pritam D. Gautam President PMI North India Chapter [email protected]

Pritam D. Gautam

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From the editor’s desk Hello PM Practitioner,

W hen we talk about process, and dive deep into it we realize that it is really not a simple term. It starts with the definition, deploying the defined process and finally sustaining it. In this edition of “Synergy” we have some very interest-ing articles on the theme of process and its implementation. The first one is

on mind-map, it is an interesting tool to capture the ideas and very powerful tool in the definition of the process. Then we have articles talking about the process needed for in-tegrated framework for enabling “Smart Cities “. Today in the age of digital revolution there is one article pro-posing cross industry initiative enhancing customer value. Nothing is complete without looking at the efficiency in the process itself, there are three article talking about the mindfulness, best project management practices and human aspect in project management, these are the softer aspect but believe me they have the maximum impact. Last but not the least please find the synopsis of the leadership event, which is a regular event under the um-brella of PMI NIC. It is a value added event for PM professional, where you can listen to the different leaders and fantastic opportunity for networking. Please keep on attending these events which are normally free of charge for North India Chapter members. This edition’s cover page is designed by Sunchit Anand, who has completed 12th from Salwan Public school Gur-gaon and will be joining Manipal University Mangalore in computer science . The idea behind the cover page is that the project manager has so many task to track and it can be monitored only by structured project manage-ment processes. Have an interesting reading and also enjoy the cartoon created by Piyush Govil. With best regards Nirmallya Kar Vice President - Communications PMI North India Chapter [email protected]

Nirmallya Kar

Do not go where the path may lead,

go instead where there is no path and

leave a trail

- Ralf Waldo Emerson

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MIND MAPPING OPPORTUNITIES ALONG

THE PROJECT LIFE CYCLE (Part 1)

By

Maneesh Dutt

(This is part one of a three part series of articles based on the book “Mind Maps for Effective Project Man-agement” by Maneesh Dutt. In these series of articles we explore how Mind Mapping can add value during the three major phases of any Project: i.e. the Start or initiation , Execution and at Closing. In this first part we look at how mind maps can help in Feasibility Analysis, an important aspect at Project Start. A good pro-ject feasibility analysis helps ask the right questions and aids the final go/ no go decision for the project. )

We have all heard many a times that the discipline of Project Management is both an art and a science. This is the perfect harmony which would enable a creative endeavor like a Project to flourish. However, when we look at the multiple Project Manage-ment Models and techniques we see more shades of logic & reasoning rather than

the intuitiveness or creativity which an artist brings to his canvas. So what has gone wrong? Apparently in our daily bombardment with logic and reason we have lost touch with our creative thinking. Thus the need to have a tool which would help us connect with our uniqueness and thus our creativeness. This is exactly the need that a Mind Map helps fill in the world of Project Management. Before we present the Mind Mapping opportunities along the project life cycle lets first quickly introduce Mind Maps to those who are new to this subject. A Mind Map is a simple creativity enhancing “thinking” tool which is based on principles which help our brain learn and create better. A mind map mimics the radiant characteristic found so often in nature (and most importantly in our brain) which is quite contrary to the linear way we tend to focus on reality. Millions of peo-ple across the globe are using Mind Maps in an almost infinite number of ways resulting in enhancing individ-ual and thus organizational effectiveness. Any Project like a human life can be divided into three phases: a start, a middle (or execution) and a closing. In this article we look at how Mind Maps can be used in various situations in at pro-ject initiation. A new project starting should be seen as an opportunity for developing new rela-tions and strengthening existing relations with the stakeholders. This includes not only the relationship with the external entities (customer, legal bodies etc.) but also among the project team members. A host of issues would be taken care of easily if the project team visualizes the project as a vehicle for enriching relationships through a positive contribution to all the stakeholders involved since there is some-thing for everybody in a Project. There exists numerous opportunities for using Mind Maps at this phase of the pro-

A Mind Map is a sim-ple creativity enhancing “thinking” tool which is

based on principles which help our brain

learn and create better

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ject. Let’s look in details on how Mind Maps can help do a thorough Project Feasibility Analysis. PROJECT FEASIBILITY ANALYSIS: Understanding at a macro level whether the project is actually possible or not. The feasibility of the project is a check on whether we would be able to meet the expectations of the custom-er within the given technical boundaries and constraints. The feasibility starts with an assumption that there is sufficient clarity on the requirements/expectation from the customer and the other stakeholders. A good feasibility study ends with adequate clarity & confidence on achieving the project goals else a “NO GO” deci-sion is taken till further clarity or a clear decision to shelf the project. During this phase of the project the pri-mary focus is to ask as many questions as possible. To assess the strength of the project idea, the customer/marketing/design/development are probed whereas organizational commitment is assessed by questions to the management. A number of factors can help decide the feasibility of a project. The Mind Map template given in figure 1 helps capture these on the main branches of the Mind Map.

Figure 1: Conducting a Project feasibility Analysis using Mind Maps

Let’s look at each of these branches in detail: Why? : This is the fundamental question with which the project feasibility starts, hence is the first branch on the fea-sibility Mind Map. There could be clear quantitative reasons in terms of the expected margins or improved efficiency for the product. But a many a times, even if the quantitative reasons are not in favor of the project, there could be strategic or qualitative reasons for proceeding with the project. This could include possible fu-ture bigger business even if the margins are lower than the benchmark threshold for the organization. Requirements: At the feasibility stage the focus is on macro level requirements, both functional and non-functional. Thus the second branch of the Mind Map covers this. Each of the second level branch (functional & non-functional) has sub-branches Green, Yellow and Red for stratification of the requirements. The Green branch captures easily achievable requirements, the Yellow focuses on achievable but with certain associated difficulty or complexity and finally the Red which represents the not achievable or unclear requirements. For the red items an addi-tional investigation is needed to try and shift them to the green or yellow zone. Still if something remains in the red it needs to be checked how it can be removed from the red list, if at all. A feasibility check with reference to the project triple constraint of Time, Cost & Quality is a must i.e. is the project achievable within the stated Timeline, the company budget and the customer’s quality requirements.

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The next three branches of the Mind Map focus on these three. However, before that, let’s keep in mind that every end customer is unique and would have a varying sensitivity to the triple constraints; some may-be very price/cost sensitive, another maybe stringent about the delivery quality and still another could be non-compromising about the timelines. This customer perspective or sensitivity can add an important di-mension in enhancing the feasibility study. Let’s look at the three constraints: Time: First we need to identify timeline, if any, within which the customer wants the project delivered. Next ap-plying the three point estimation technique we record the Best case, Most likely and the Worst case for the project duration in each of the branch. Finally if there is any specific dependency on another project that constrains the delivery date for the current project then that should also be identified here. With these branches in place it is easy to check whether the project is possible in the given time frame or not. Cost: The constraint of cost is many a times the most important one to be adhered to from the project or-ganizations perspective. The important elements such as the budget and the expected margin are captured here. Additionally any other metric that the organization uses for measuring a project cost performance can also be recorded here such as ROI (Return on Investment), Payback period, ROS (Return on Sales), Eco-nomic Value Add (EVA) etc. Quality (or Scope): The sub branches of this captures the project boundary and the exclusions. Using an example of setting up a factory will make this clear. For the factory project a certain supplier would be responsible for providing all the engineering equipment in the plant however his exclusions may be the utility pipelines. Over and above this, there may be some special needs from the perspective of safety, security, environment or a specific standard. These are captured on a separate sub-branch. Assumptions: The last branch of Assumptions is perhaps the most important one to delve on carefully since often the project assumptions are overlooked or not formalized. It is important to check the assumptions with respect to the factors identified in the previous main branches. So in effect, questions are to be asked such as are there any hidden or obvious assumptions in the timeline being committed or in the budget be-ing outlaid? What are the important assumptions being taken for the customer and important stakeholders like a critical supplier or a legal agency? Here it is also important to consider generic assumptions not tied to a specific project criteria but say to the micro or macro-economic factors which could impact the project either negatively or positively. For High risk project a separate dedicated mind map solely for assumptions is highly recommended. The sample template of the Mind Map given in Figure 1 can first be made by the project manager and then vetted collectively with his management and/or customer to iterate the elements indicated there. Once this feasibility landscape is completed it would not be difficult to gauge whether to proceed with the project or not and at the same time providing a very good holistic view of the complete project. Similarly, following are few additional opportunities for using Mind Maps at project initiation stage: Project benefit analysis: Mapping the quantitative & qualitative benefit to all the stakeholders. Project Charter: The formal internal go-ahead for an organization to start the project. Collecting & Prioritizing requirements: Understanding what to build first. Scope Definition: Defining what needs to be built involving the concerned stakeholders. Time Management: Building the “relationship” between the resources/activities with time. Cost Management: Managing the project budget. Skill Assessment: Do our resources have the right skill to manage the project? Communication: Having an outline of information flow, the what, the when, how & who. Risk & Opportunities Management: Uncovering not only risks but also opportunities.

The start of any project is a strategic decision and putting a good foundation to it de-mands focus and effort. We can proceed with the project only when we have a certain

A ssumptions is perhaps the most important one to

delve on carefully since often the pro-

ject assumptions are overlooked or not

formalized

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threshold clarity & when we are able to integrate the initial disconnected pieces of information to inspire us towards an end goal. Mind Map is a wonderful tool to give us a holistic view of the project by connecting the scattered and some-times sketchy information available at the initiation phase. The various Mind Map opportunities cited above give us the confidence to move ahead with the project and fulfil the promise of the future. With that our project has now taken birth & it is time to nurture the small baby to its full human potential. In the next part of this article we discover Mind Mapping opportunity during the project execution phase. For reading sample pages from the book “Mind Maps for Effective Project Management” you could visit the following link: https://notionpress.com/read/mind-maps-for-effective-project-management

About the Author

Maneesh DUTT ([email protected]); www.inlightenconsultancy.com)

Maneesh Dutt, is a B.Tech from IIT-D and a MBA from ENI University, Italy. He is a certified PMP, Certified Scrum Master (CSM), Think Buzan Licensed Instructor (TLI) for Mind Maps and Lead Auditor for OHSAS 18001 standards. He is Founder, Inlighten Con-sultancy which focuses on providing high value add workshops around Project Manage-ment & Mind Mapping. He has 20 years of experience in the industry working with va-rious organisations across sectors. In his last assignment he was Head, Business Excel-lence & Innovation for STMicroelectronics India operations. He is also an author of the book “Mind Maps for Effective Project Management”

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Integrated Management Framework Enabler for “Smarter Cities”

Initiatives towards a Sustainable Future

By

Vikas Dua

A cross the developing world, the evolution towards a predominantly urban society will be one of the great social changes of the current century and potentially a grave future problem.

- Cities are realizing current energy systems are insecure, inefficient and unsustainable. - From demographic changes to health, cities face challenges and threats to their sustainability. - Need for balanced regulatory requirements with minimized administrative burdens. - Profound burden on the environment. As per Smart 2020 report prepared by “The Climate Group” on behalf of the Global e-Sustainability Initiative (GeSI), current BAU scenarios predict that global emissions will rise from 40 GtCO2e emitted each year in 2002 to nearly 53 GtCO2e annually by 2020. The solution to the above anticipated problem will ideally be successful evolution of Smart City with defined Stakeholders and Leaders with an adopted Management Framework, which aligns to the forward vision. The concept of Smart city, from Operational & Development perspective is based on a number of different sys-tems – Infrastructures, Networks and Environments. The effectiveness and efficiency of these Smart City sys-tems offers adaptation of cities to the economic challenges of globalization and the expectation of citizens for continuous improvement in services with reducing GHG emissions. The key elements of the proposed smart cities on the Global platform are as follows: 1. General Infrastructure - 24x7 availability of high quality utility services like water and power. 2. A robust transport system that emphasizes on public transport. 3. Social infrastructure - Opportunities for jobs and livelihoods for its inhabitants. 4. Proper facilities for entertainment, safety and security of the people. 5. State-of-the-art health and education facilities. 6. Minimize waste by increasing energy efficiency, recycling of waste and water conservation. Currently, there are over 125 smart city projects of varying sizes all over world in various phases, like Songdo (South Korea), Masdar (UAE), Stockholm and Rio etc. It is estimated that over $40 trillion will be spent by 2030 on city infrastructure projects with over $1 trillion invested just in smart technologies over the coming decade. The Indian government too rolled out a plan to build 100 smart cities across India and made an allocation of Rs. 7060 crore to this end in the budget 2014 – 2015. Cities such as Delhi, Hyderabad, Surat, Coimbatore, Bangalore, Jamshedpur, Mumbai and Chennai have launched initiatives for deployment of advanced communi-cation systems, Metro Networks, Traffic Management frameworks and Smart Meter etc. Some nations have committed to help bring the transformation. Japan has pledged to help turn Varanasi into a smart city, while American companies will help improve facilities in the Indian cities of Aurangabad, Ajmer and Visakhapatnam. Government has launched Smart Cities Mission and Atal Mission for Rejuvenation and Urban Transformation

C urrently, there are over

125 smart city projects of varying sizes all over

world in various phases

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(AMRUT) in June 2015, unveiling the roadmap for developing 100 Smart Cities and 500 AMRUT cities over the next 5 years. The Guidelines for the state to tap into central assistance will follow an incentive based approach to get funds for developing Urban Infrastructure in cities. There will be additional 10% performance grant un-der AMRUT mission for achieving certain laid down conditions. As the smart city opens up new vistas of services and looks to address new technical, environmental, and eco-nomic challenges, the next important milestone is Identification / defined roles and responsibilities of all stake-holders. All Stakeholders need to think anew about their role and how it impacts their business models, modes of operation, and partnering strategies.

The major stakeholders can be classified as: Municipal Leadership National Governments State Governments Real Estate Developers Utilities IT Suppliers Telecommunications Companies Grid Infrastructure Service Providers Building System Management Suppliers In short, such projects require “multiple” stakeholders, huge finance and policy direction all under the strong governance of a Project / Program Manager. Hence, any contradicting vision among essential stakeholders can de-rails the entire Landscape, Investment & Plan. Project Manager should ensure that a business model exists, with clear projections of expected improvements, outlining its operational viability clearly stating all the activities needed to be undertaken to ensure the success and continuity of “Smart City” project. There has to be a dedicated effort by Managers for Relationship devel-opment with Technology and Non-Technology members including financial institutions, Government and Non-Government organizations. Environmental sustainability is an issue of critical importance. Each project should provide an overview of its ‘green’ measures and manager should pro-actively monitor and demonstrate meas-urable environmental benefits against laid down objectives. The third element is strong Management Framework circumference various subsystems / components of Smart City. This must be “Multi-dimensional”, “Integrated” & “Smart” and stressing the importance of common vision & interaction across multiple stakeholders. Before moving towards Management Framework, it would be important to understand key subsystems / com-ponents involved in the framework evolution:- Policies - Setting of “smart” goals for the future development of a city. Solutions – Application of advanced Information Technology and Analytics to improve the current service de-

livery capabilities to enhance core systems. Channels - The Communication framework and Intelligent network spanning various kinds of sensors, devices

& other communication channels form the spinal chord. Government – Focus on regulating the outputs of our economic and societal systems & interconnecting dy-

namically with citizens, communities and businesses in real time to spark growth and innovation. As none of the Component is the responsibility of any one entity or decision maker, the Management approach has to be Collaborative, Participative & Inclusive strengthening the basics around Management principles of Governance, Planning, Execution and Financing.

T he Indian government too

rolled out a plan to build 100 smart cities across India

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Understanding the above along with the needs & challenges of making our cities “SMART” & “SUSTAINABLE”, proposed below, is the Integrated Management Framework (figure 1) for enabling these programs and move-ment towards globally integrated and intelligent economy, society and planet.

Figure – 1 Indian Government moving towards “one-stop single window system” can also be construed as treading to-wards adoption of Integrated Management Framework. The Government is working to turn Prime Minister’s dream of ending bureaucratic roadblocks and developing an online portal which would be a "one-stop single window system" where investors can log on to seek all required clearances to set an industry in India. “One stop single window system” will help bring transparency and curb the chances of corruption. It would solve the fundamental problem of projects being held up and address the cause of delays. Once implemented, every-thing will have a timeline, which can help to identify the exact reason of delay. The present government in-tends to cut down on red-tapism to improve investment climate and to give confidence to investors. Infosys is helping the government build & develop the required portal. The work for this system, "ebiz", is being handled by the Project Monitoring Group (PMG) of the Cabinet Secretariat along with the Department of Industrial Poli-cy and Promotion (DIPP). Single Window clearance is a step in the right direction to achieve the vision of Sustainable Future keeping the dimensions of Smart City and Stakeholder / Leaders alignment on track. Further, Government clearly intending to lay down the performance parameters and conditions to tap into central funds will help various diverse stakeholder(s) to align towards common goal. This, again, bodes well towards adoption of Integrated Manage-ment Framework. About the Author

VIKAS DUA, IBM India Senior Management Executive with more than 22 years of experience in establishing organi-zational units, strategic consulting, account management and execution of multiple transfor-mation programs at domestic & global level across Telecom, Financial Services, Manufactur-ing & Trading, and Government Sectors. Currently, heading the practice of Smarter Planet as Smarter Planet Center of Excellence Leader & Project Management Services Leader, GTS, IBM India.

Vikas holds B.E. (Hons) Degree in Computer Science & Engg with interest areas as reading and adventure trips.

Environmental

Changes

Economic

Churning

Citizen

Well-Being

Smart

Water

Smart

Healthcare

Smart

Public Safety

Smart

Transportation

Smart

Education

Smart

Buildings

Smart

Energy & Utilities

SensorsCommunication

Framework

Intelligent

Networks

Smart

Policies

Smart

Solution

Areas

Smart

Channels

Smart Government

Planning

Ex

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n

Fin

an

cin

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Data Analytics

Smart

ICT

Inte

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ted

Stra

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& B

us

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Stakeholder Management

Inte

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Bu

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Co

ntro

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ce

ss

es

Integrated Reporting & Compliance Mechanisms

Environmental

Changes

Economic

Churning

Citizen

Well-Being

Smart

Water

Smart

Healthcare

Smart

Public Safety

Smart

Transportation

Smart

Education

Smart

Buildings

Smart

Energy & Utilities

SensorsCommunication

Framework

Intelligent

Networks

Smart

Policies

Smart

Solution

Areas

Smart

Channels

Smart Government

Planning

Ex

ec

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Fin

an

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Data Analytics

Smart

ICT

Inte

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Stra

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& B

us

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Stakeholder Management

Inte

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Integrated Reporting & Compliance Mechanisms

P roject Manager should en-sure that a business model

exists, with clear projections of expected improvements,

outlining its operational viability clearly stating all the activities need-

ed to be undertaken to ensure the success and continuity of “Smart

City” project.

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This is changing

the entire way financial

products are delivered,

sold and serviced by

banks—and making

relationships more

complex than ever.

Customer expectations of

service, price and delivery

is soaring.

Customers now have

unlimited access to

information and can

instantly share it with the

world.

Social networking and

mobile commerce have

dramatically changed the

dynamic between buyer

and seller.

Today’s customer is more empowered than ever before

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UCCMF – New Perspective for Managing Cross Industry Initiatives

By

Reecha Goel Worldwide, the top CIO business priorities in the Banking sector are - Increasing Enterprise Growth, Attracting and Retaining clients and Reducing Enterprise costs -confirming a stalemate in the IT strategies of banks. Bank’s ability to differentiate purely on the basis of product, channel availability and price is limited. In today’s World, banks can gain an advantage by creating a cohesive strategy, centered on improved customer experi-ence to attract and retain customers under the ambit of strong Governance and streamlined Communication practices.

Though the ability to differentiate purely on the basis of product, channel availability and price is limited, banks can still gain an advantage by creating a cohesive strategy, collaborating with other Industry players like Tele-com with IT acting as enablers, centered on improved customer experience to attract and retain customers. Bringing all this together would need core Project Management practices as a backbone for these model Imple-mentations. The influx of so many players, stakeholders, multiple channels, varied Industries and different services has cre-ated confusion for banking customers. This fragmentation and confusion is not unusual for an Industry that is undergoing dramatic changes. History tells us that after the initial stage of confusion, the dust eventually set-tles down and winners emerge. A tighter management control, defined roadmap and strategy with a forward looking vision will be key to success. In a 1995 speech, Hugh McColl, Jr. said, “As every school child knows, the dinosaur didn’t survive the Ice Age. It’s not that he lacked the capacity to evolve. He just didn’t have the time. Unlike the dinosaur, bankers can see the changes ahead. They have a choice in the matter. The dinosaur never did.” But there’s no doubt that after more than 20 years of change, and innumerable predictions of their demise, commercial banks are bigger and more profitable than ever. However, none of the banks’ challengers have put together the combination of customer value, convenience, and trust necessary to be an effective alternative. Banks have to articulate strategic focus in order to inculcate the “Ability to Drive” satisfaction. The current “Efficiency zone” of the banks has to increase the span of influence and cut across zones of Necessity, Intensi-ty & Opportunity to drive at positive results. What do Banks need: An “Inclusive Framework” – Unified Cross-Industry Convergence Management Framework (UCCMF), with epicenter as Customer Experience and Pillar of Management (Stakeholders, Pro-

This is changing

the entire way financial

products are delivered,

sold and serviced by

banks—and making

relationships more

complex than ever.

Customer expectations of

service, price and delivery

is soaring.

Customers now have

unlimited access to

information and can

instantly share it with the

world.

Social networking and

mobile commerce have

dramatically changed the

dynamic between buyer

and seller.

Today’s customer is more empowered than ever before

B anks can still gain an

advantage by creating a cohesive strategy, col-

laborating with other Industry players like Telecom

with IT acting as enablers, cen-tered on improved customer ex-

perience to attract and retain customers

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cesses, Controls, Procedures, Security & Operations) UCCMF is a convergence of two major Industries, namely, Telecom and Banks to meet CIO demands and Indus-try growth. This will lead to a strategy for Telecommunications companies to keep churn rates low, retain cus-tomer loyalty, added sources of revenues and help increase their ARPU. For Banks, this convergence can help to increase penetration, develop customer loyalty and reduce operational costs. The backbone of this partnership is IT companies playing the vital role. Given more demanding customer requirements and expectations, Banks and Telecom companies will need to bring front-to-back technology changes and lean and mean Management churn across the organizations to deliver improved service levels and pay through better cross-selling. This would also help IT Industry to channelize its funds in the right direction including R & D. Given the complex reality of Banking Global system of systems, the success of UCCMF is connected to Policies that address Infrastructure, available services, security & applications and various Banking Regulations (like BA-SEL III, SEPA, Dodd-Frank & FATCA etc) to provide safeguards without hindering the Industries. Hence, the role of Government, Policy makers and Regulators is of paramount importance in the Management layer.

The Management approach for UCCMF has to be Collabo-rative, Participative & Inclusive strengthening the basics around the management principles of Governance, Plan-ning, Execution and Financing. Understanding the above along with the needs & challenges of transforming the In-dustry to Leader rather than be a Follower, UCCMF is en-capsulated by Integrated Management Structure (involving Stakeholder Management, Integrated Strategic, Operations & Business Objective, Integrated Reporting, Security & Compliance Mechanisms and Integrated Business & Control

Processes) to enable seamless movement towards the targeted objective. The step towards the journey of embracing some components of UCCMF has begun, which comes alive through classic examples in India. On April, 2013, ICICI Bank, India's largest private sector bank and Vodafone India, one of India's leading tele-communications service providers, announced the successful launch of 'M-Pesa' - a unique mobile money trans-fer and payment service. M-Pesa', which was launched initially in the eastern parts of the country, effectively leverages the combined strengths of Vodafone's global expertise in the domain of mobile payments and signifi-cant distribution reach in India plus the security of financial transactions provided by ICICI Bank. The Reserve Bank of India (RBI) came out with a set of guidelines for licensing of new banks in the private sec-tor on February 22, 2013. The process of licensing culminated with the announcement by the RBI, that it would grant “in-principle” approval to applicants who would set up new banks in the private sector within a period of 18 months. In the Union budget 2014-2015 presented on July 10, 2014, the Hon’ble Finance Minister announced that: “RBI will create a framework for licensing small banks and other differentiated banks. Differentiated banks serv-ing niche interests, local area banks, payment banks etc. are contemplated to meet credit and remittance needs of small businesses, unorganized sector, low income households, farmers and migrant work force”. On 27th November 2014, the RBI had released final guidelines for payment banks, allowing telecom companies, retail chains and corporate houses to apply. On February 2, 2015, RBI received 72 applications for small finance

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banks and 41 applications for payments banks. Telecom companies have the technology and physical infrastructure, a well-entrenched distribution network in rural and remote areas of the country and has the largest telecom customer base, coupled with our banking ex-pertise, is clearly is a win-win for both. Top mobile operator Bharti Airtel proposed tie-up with Kotak Mahindra Bank is the first formal partnership an-nounced by an existing lender and a non-bank entity aspiring to get into the space. Bharti Airtel applied for a payment bank license, while private sector lender Kotak Mahindra Bank is said to have a 19.9% stake in the pro-posed banking venture. To foray into banking business through Payments Banks route, Mukesh Ambani-led Reli-ance Industries (with Reliance Gio) has managed a sort of coup by partnering banking behemoth SBI, the on-ly state-run entity in the fray. Kumar Mangalam Birla-led Birla Group has made its fresh application through Ad-itya Birla Nuvo Ltd (ABNL), in partnership with its telecom venture Idea Cellular. Oxigen in collaboration with RBL Bank has applied for the payments bank licence. UCCMF may not be the final destination per se, but will rather help to represent the strategic Industry direction with higher maturity levels of all the capabilities for banks, telecom companies and hence the nation to be suc-cessful. Such a framework would mean capitalization of available opportunities, delivering the required, figuring out the potential for growth, exploit Investment flows, embark on innovation path with marked Management dis-cipline. When and If successful, this will be a paradigm shift for a brighter and mightier tomorrow. About the Author

Senior Professional with experience of over 15 years in Business Consulting, Delivery and

Account Management in both national and international arena in Banking, Financial Ser-

vices and Insurance (BFSI) industry. Currently working in the role of Account Manager with

coverage on all BFS accounts in US geography, focused on cross-sell / up-sell opportuni-

ties. Formulating strategies as a "Thought leader" for BFS Industry Growth in new areas of

disruptive technologies and business domains.

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3 Points something on Mindful Project Management.

By

Agya

The practice of mindfulness, of bringing the scattered mind home, and so bringing the different aspects of our being into focus, is called “Peacefully Remaining,” or “Calmly Abiding”.... In that setting, we begin to understand ourselves more, and sometimes even have glimpses of the ra-

diance of our fundamental nature. - Sogyal Rinpoche

Recently there has been a lot of discussions about Mindfulness, Large Corporates like SAP, Apple, Procter and Gamble are offering mindfulness coaching to their employees. Curiously I started exploring about the subject and thought of sharing glimpses of my journey on understanding of what is mindfulness about and how is it relevant for Project Management Practitioners. Mindfulness as I understand is about being aware of your own being and accepting the current situation without judgment. The following three points basically are marks of our existence and understanding it in context of our day to day life will improve self-esteem, emotional intelligence and reduce stress by regulating emotions.

Impermanence or Change: We need to acknowledge the fact that everything around us is changing We usually can’t keep our mind still or focused for long, our mind always keeps drifting from dwellings of past to dreams of future, with anxieties and excitements adding blur to our thoughts.

Live in Present moment: Directing our thoughts to current moment will help us to be more attentive and understanding person. For example you are in a critical meeting and with the help of mindfulness you are more attentive and are able to transform from hearing to listening. In our age of multitasking focusing on one or two concurrent task will improve throughput and generate less waste. By mindfulness you will be ef-fective in using your time more productively and reduces tendency to escape by engrossing ourselves in ac-tivities not related to the problem and its solution but activities like eating, smartphones, Television.

Suffering or Un-Satisfactoriness: In our day to day life, there are events that may cause stress and anxi-eties, like been let down by team member, missed a critical meeting or any other bad situation you may think of. You might not have control on the occurrence of these events but mindfulness will help to control our reactions and create a positive environment around you. As we are aware about impermanence, we know with time and effective handling, the issues will fade away. Even in situations of utter chaos by keep-ing your calm there is a good chance you can nail it or at least help it stop turning into worse. Mindfulness helps to make you aware of your own emotions and reducing the bias you are most likely to control your re-action and can become beacon of compassion and bring the required change from negativity to positivity. Even stress and anxiety are impermanent and their cause and effect will fade away with time with your mindful actions.

Not-self or Insubstantiality: Mindfulness is not about suppression of thoughts, Mindfulness makes us

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aware on our own thoughts and behavior, understanding the present condition you are in. The understand-ing of “Not self” or Taking yourself out of proposition will provide you with new perspective and understanding. Curiosity to understand the situation with third person perspective will reduce the bias of being judgmen-tal, reduces effect of personal emotions and Individual bias on your thinking.

Mindfulness helps you to take decision with clarity, helps us to accept the facts as facts and build com-passion for oneself and others in current situation. Practicing mindfulness will provide objectivity in decision making.

Act as if what you do makes a difference. It does. —William James

Resources on Mindfulness coaching: What is Mindfulness? One Minute meditation

References: i) "The Three Basic Facts of Existence: I. Impermanence (Anicca)", with a preface by Nyanaponika Thera. Access to

Insight (Legacy Edition), 30 November 2013,http://www.accesstoinsight.org/lib/authors/various/wheel186.html .

ii) McKenzie, Stephen. ( © 2015). Mindfulness at work: how to avoid stress, achieve more, and enjoy life!.

[Books24x7 version] Available from http://common.books24x7.com/toc.aspx?bookid=73103.

About the Author

Agya is currently working with SAP Labs India as Senior Project Manager, he has around 19 years of experience in IT Industry. As part of global workforce Agya has worked in Europe, North America and India .His areas of expertise are Project management, UX strategies, Quality Management, Technology, Design Thinking and People management. He is interested in Ab-stract photography and travelling.

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PROJECT MANAGEMENT BEST PRACTICES Do you have the Power?

By

Nitin Anand

I am sure each one of us knows how to cook food. Each dish requires the right ingredients, the right mix of oil and the right time on burner. Without these basic things being taken care for, you will be really dis-appointed after putting your hard work and resources, when the dish doesn’t turn out to be as per your standard. Same is the case for your Projects. Without the right mix of planning, execution, controlling, your project can land in a soup and raise quite a few eyebrows and a question on your project management skills. Due to growing cost cutting and increased pressure on Multinationals, Organizations are expecting the projects to be delivered in cheaper, better and a cost effective way. So what basically is a project? In simple words and as per PMI, it is a temporary endeavor undertaken to create a unique product or service. Each project can be focused on specific deliverables, would surely have a definite beginning and a definite end. A program on the other hand is a group of related projects man-aged in a coordinated way. The only way this can be materialized with success, is through the use of ef-fective project management processes and techniques. No best practice is best for every organization, and every situation will change as individuals find better ways to reach the end result. For some, best practice refers to a consistent way of doing something. For others, best practice is simply ensuring that everyone in the project management function uses the same templates and Applications. Identifying those approaches processes and tools that, when applied correctly, always lead to positive out-comes. Building a PM team that has the skills and ability to apply team best practices to actual projects, not in theory but in reality. On-going training that covers best practices and potential risks. Reinforcing training theories and concepts by applying them to real time projects. Below are the phases and milestones that a project should go through and optimum care should be taken for the same. 1] Plan the work by working on the correct Statement of work or a Project definition docu-ment This will form the base of your project. If the foundation itself is weak, the whole structure has a tendency to fall weak in future and even collapse when the earthquake or any calamity strikes. This will also ensure

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high quality of the project and reduced cost and duration. The project definition is the principal deliverable from the planning process and describes the high level aspects of the project. It is the main document that both the customer and the project stakeholders agree on. The feasibility plan, objectives, scope, risks, Approach, organi-zational details, cost estimates; resources are all accounted for in this document. Questions such as why are we going ahead with this project, what all will be achieved by completing this project, what are different roles of re-sources on this project, what are the best cost estimates and do they need to be revised if necessary. 2] Work to create a planning horizon After the project definition has been constructed, the work plan can be prepared. This provides the step-by step instructions for constructing project deliverables and managing the project. Do the forecasting of the project tak-

ing into account the resources and estimating the work as far as in future that you feel comfortable and the keeping the end date in consideration. Also include uncertainty into consideration. The closer you will move along the project and closer to the end date, the activities will become more clear and visible. 3] Define Procedures upfront The project management procedures specify the resources that will be used to manage the pro-ject. This will include segments, on how the team will manage issues, scope change, risk, quality, communication, and so on. 4] Manage the work plan and monitor the schedule and the budget The execution of the project can begin once the

project has been planned sufficiently. The projects baselines and the work plan needs to be reviewed constantly on a regular basis, to determine how we are progressing in terms of schedule and budget. This again varies on if your project is large or small. Maintain the Project integrity by comparing the forecasted plan as compared to the current plan. Any pending activities should be recorded, which ideally should have been completed by now. Look at the critical path of the

project and find ways to accelerate the project to bring it on track. 5] Warning Signs Red flags should be raised when the activities to be completed in near future are far from being completed. This does not mean that one shreds the scope to an accepta-ble level as per comfort. Never cut back on the activities that ensure the work is done correctly. Seek help when things go out of control. 6] Ensure the change requests are effectively taken care of Scope and Schedule are the most activities to be taken care of while controlling a project. Most of the project failures happen because the original project definition

and business requirements are not what the team is currently performing. Understanding the customer and scope creep should be stressed upon. The interest of each stakeholder should be taken into concern but approval of one common sponsor should only be taken, as they approve the funding to the project and ensure if the pro-ject impact is acceptable. 7] Guard against Scope Creep and Identify Risks upfront Scope creep is a term used to define small scope changes that are made to the project without scope change management procedures being used. Each small change can accumulate and may have a significant impact on the project. It’s the acumen and far sightedness of the Project Manager that helps here. The project team should identify all known risks. And for each risk the probability and impact on the project should be identified. High risks, medium risks, and Low risks should be identified separately. Risk assessment should be performed all

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throughout the project and whether any new risks have sur-faced. 8] Resolve issues ASAP A stitch in time saves nine. You must have heard of the age old adage. The project manager should manage open issues dili-gently to ensure that they are being resolved. A Project Man-ager should clearly understand

the difference between an issue and a risk. If there is no urgency to resolve the issue or if the issue has been active for some time, it may not really be an issue. It may be a potential problem (risk), or it may be an action item that needs to be resolved at some later point. Real issues must be resolved with a sense of urgency. 9] Be creative and technology savvy An Efficient Project Manager should be able to juggle between various projects and activities in a proficient way. He should be aware of All the management tools and applications that department has initiated. Excel, MPP and individual Applications should be on the project managers’ fingertips. All these best practices are not the only ones and there may be several more, but surely they help in realizing possible benefits. Improved profitability Faster time to market on new products Better budget estimation Better focus on goals Maintaining discipline Reduced risks Improved teamwork Efficient team management Fulfilling customer expectations skillfully Development of career paths Remember Project Management is both an Art and a science. You can be creative, innovative in your approach. At the same time, you can apply reason and logic to your actions. You may win the war, but look back and see the trail of dead bodies you have left behind. Happy Managing!! About the Author

Nitin Anand

Nitin is working with EMC corporation as Project Manager and has more than 14 years of ex-perience in IT infrastructure Project Management and supply chain management. he has been involved in long term projects with American Express, Coke, Pepsi, Singulus Gmbh, McGraw-Hill and Citi Group during his stint as Project Manager in previous companies. Nitin holds a B.tech Degree in Electronics from Pune University, MBA from IMT Ghaziabad and his 2nd MBA from University of Texas at Dallas, USA. He is PMP, ITILv3, EMC cloud certi-fied professional, Big Data Professional. His hobbies include Numerology, Psychology, Travel-ling.

P roject Management is both an Art

and a science. You can be creative, innovative in your approach. At the

same time, you can apply reason and logic to your actions

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CCR changes and its impact: Why and What

By

Suresh Bansal

Introduction Over the past decade, the complexity of projects has increased manifold, business environment is changing at a rapid pace, and technology is becoming obsolete quicker. All of us know that apart from technical project management, much more is expected from today’s project managers. Hence project managers need to continuously im-prove their skills. Keeping the same in perspective, PMI has updated Contin-uing Certification Requirements (CCR) program to align with current mar-ket demand. As part of trying to continuously improve, CCR has brought in the talent triangle. The Talent Triangle Extensive market research and feedback from certification holders and organi-zations shows that today’s need is a broader range of skills along with project, program and portfolio management talent to support longer-range strategic objectives that contribute to the bottom line of the organization. The Talent Triangle identified these skills into three key areas namely Technical Project Management Knowledge, skills and behaviors related to specific domains of Project, Program and Portfolio Management. Leadership Knowledge, skills and behaviors specific to leadership-oriented, cross-cutting skills that help an organization achieve its business goals. Strategic and Business Management Knowledge of and expertise in the industry or organization that enhances performance and better delivers business outcomes. While many of us might be strong in some area we may be weak in another. Talent triangle aligns our focus on all the required skills. Updates to CCR The update to CCR is aimed at aligning professional development activities, especially in the education cate-gory, with PMI’s Talent Triangle. The two key dates for new CCR rollout are: 1st December 2015 From 1st December 2015 till 30th November 2017 we will need to classify the educational PDU’s in one of the three categories mentioned in the talent triangle. There is no additional requirement. 1st December 2017 If the certification is expiring on or after 1st December 2017 then we must comply with rest of the CCR up-dates, as detail below. PDU’s claimed under category A, B, and C are grouped under education. Currently there is no restriction on the number of PDU’s under this category. From 1st December 2017 we will need to claim a minimum of 35 PDU’s for PMP, PgPM, PfPM, PMI-PBA and 18 PDU’s for PMI - ACP, PMI - RMP, PMI – SP under educational category. Further a minimum of 8 PDU’s must be reported for each of the categories in the talent triangle (namely technical project management, leadership, and strategic and business management) for PMP,

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PgPM, PfPM, PMI-PBA and 4 PDU’s for PMI - ACP, PMI - RMP, PMI – SP.

Category D, E, and F are grouped under ‘Giving Back’. The maximum limit will reduce from 45 to 25 PDU’s for PMP, PgPM, PfPM, PMI-PBA and from 20 to 12 PDU’s for PMI - ACP, PMI - RMP, PMI – SP.

Maximum number of PDU’s reported under category F (Working as a Professional In Project Management) will reduce from 15 to 8 PDU’s for PMP, PgPM, PfPM, PMI-PBA and from 7.5 to 4 PDU’s for PMI - ACP, PMI - RMP, PMI – SP. Therefore effectively we will have to report 60% or more PDU under education category, and 40% or less PDU under ‘Giving Back’ category.

The requirement of total number of PDU’s to be reported remains the same. It is 60 PDU’s for PMP, PgPM, PfPM, PMI-PBA and 30 PDU’s for PMI - ACP, PMI - RMP, PMI – SP. 1 PDU is still equivalent to 1 hour of time spent.

Conclusion The changes in CCR requirements will on one hand help maintain or increase the value of PMI certification, and on the other help enhance our knowledge and skills in line with the changing business needs. With the growing visibility and strategic importance that project, program and portfolio managers are garnering within organizations, aligning our development with the talent triangle can help us navigate the intricacies of the business landscape and position ourselves for success. References Current CCR requirements - http://www.pmi.org/Certification/Maintain-Your-Credential.aspx New CCR requirements - http://www.pmi.org/certification/ccr-updates-pra.aspx About the Author

Suresh Bansal, PMP, CSM, ITIL Program Manager, GalaxE Solutions Private Limited Project management professional with 18+ years of IT experience, and 10+ year of pro-ject management experience in PMO and Delivery, in Healthcare and Insurance Domain, and in Java and Mainframe technologies. He is based out of Noida, India. You can con-nect with him at in.linkedin.com/in/bansalsuresh

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Other ways to appreciate apart from money or recognition

by

Jatinder Singh For a successful manager, the ability to encourage his team members through different ways is one of the most important managerial skills. Your subordinates are the ones who boosts your success, but they don’t always feel appreciated. This is a very long discussion topic and involves many techniques to encourage the team members. Promo-tions, Increments, Bonus, Recognition, etc are few of them. These are very common methods and many times it is seen that they do not work. We still find something is missing to energize the team members, to make them more proactive towards their responsibilities and goals. Also, in today’s era, people have more expectations. Money, promotions or business trips are not working as they did earlier. I have observed (also practicing) that you can appreciate your team members even without spending too much on them like the earlier traditional ways. You can make them much more happy and active by adopt-ing a few simple things in your day to day work. To give you a little idea, few of the key affordable and effective ways are discussed below: Understand their Personal Needs. This is one of the most powerful tool must for all managers. Here Personal Needs doesn’t mean promotion, increment, business trip, etc. and we are not going to dis-cuss about all this here. Personal needs means, the needs which are very personal to them and have great influence on individuals thinking and behavior.

To understand the personal needs of individual staff member, we should ask few questions to ourselves about them: How is their personal life? What are their personal goals? What problems they are facing at home? After understanding the importance of above questions, the main work starts. HOW CAN I HELP THEM TO SOLVE THESE PROBLEMS??? If you able to find the answer means you did a great job.Let’s discuss each of above question in little more details to understand them in a better way. Personal Life: We all have different personal life and feel happy to enjoy after office hours. But, some-times, due to uncertain circumstances, one’s personal life does not remain as good as the individual ex-pects. It may be husband wife’s relation, conflict of ideas with key members, etc. Personal Goals: Each of us works towards some personal goals and we try to achieve them at the earli-est. Personal goals are very much different than organizational or professional goals. Personal goals plays very important role in individual’s professional life. For example, a person may be in need of a loan to build his house, to buy a car, or to marry her sister / daughter, or wants to study more but not getting time, etc.

These goals are very complex and require a very strong strategy to achieve them.

Personal Problems at Home: We all individual faces personal problems in our daily life. Most of these problems are time and situation based and can be resolved easily. Sometimes, these problems becomes so big that they start affecting individuals overall efficiency at home and office

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also. It may be getting admitted their kids to good school, finding a house on rent in a good loca-tion, problems with neighbors, etc. Above indicated problems are just a few examples. Now, being a good manager if you are able to involve yourself up to a safe extent and succeed to resolve/fulfill their personal needs, it is indirect-ly your success. So, it is very much important for managers to understand his staff individually and help them to achieve their personal needs Answer to most of the above problems can be answered by regular participation with the individual staff’s personal and family life. Attending their family functions, visiting their home, taking interest in their family matters, provides plans and solutions to resolve above mentioned problem YOU and ME: These words looking very odd?? Yes, it seems like that but are very powerful words to appreciate your staff. In any work either you get ‘Success’ or you get a ‘Failure’. During the day to day activities, we all commit mistakes. Without mistakes no one can progress as these becomes learning points for us. Some mistakes are tolerable and other directs us towards failure. It is true in our personal and professional life. Most of the times, it is seen that in an organization, we blame others for failures (YOU) and credit of success goes to self (ME). This thinking or behavior give rise to complex problems and with time becomes a demotivating factor for the whole team. Now just swap ‘YOU’ with ‘ME’. If there is any mistake or failure it is due to ‘ME’ and the success is due to ‘YOU’ (individual / team). This attitude will change the performance of your whole team and you will find that people starts taking responsibilities Authority to Work: “Authority to Work” is a very big subject itself and can’t be discussed in detail here. Although few important things are discussed below - Working Timings: All offices have fixed working timings. From morning 8 am to evening 5 pm with lunch break in between. Working timings is required to keep the people disci-plined. But sometimes we feel difficult to cope with it. For example, we have an appointment with the doctor, or we have to go to railways station to see off our family etc. Reasons are endless. The main problem is that for a personal work of one hour, most of the time; we have to take one day leave. This not only has a negative impact on the office work but also changes the attitude of the individual. If manager provides flexible timing to his staff members under such emergency cases, subject to extended working day, definitely people will get appreciated and start working hard to achieve organization’s goal Flexibility to Work: A good manager is always concerned about the pro-gress and the results. Every organization has its own working culture and hence its own ways of performing the day to day work. All staff members have to adopt this culture and to work accordingly. It is observed that due to this strict working pattern, people start getting frustrated. It is required by the manager to provide flexibility to work freely to his subordinates un-der certain limit so that they can show their abilities in a much better way. This includes - Giving free hand to perform work Trusting them for their work Sharing responsibilities as per their abilities and potential Making them responsible More than 80% employee agrees that if they get Authority to Work, they would be more loyal to the organization and can show their better performance.

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Milestone Celebration: To understand a person in a professional en-vironment, it is very important to spend quality time with them. During this time no office work to be discussed and manager should behave like an ordinary person. The best way to do this is by celebrating each mile-stone of the project / work or individual staff member’s personal success or an important day like birthday, anniversaries etc. These special occa-sions to be celebrated in a special way to keep the trust and build strong team.

Good Words: Words play a very important role in building our relations with others. We always praise the person who says good words. Today also we try to listen to the words said by famous people. If you see around yourself, you will find that leaders always have big bunch of good words in their pocket. These words are magical words and you can appreciate others without spending a single penny from your pocket. It is well said that all best things comes free. Same are good words. THANK YOU, WELL DONE, I AM SORRY, YOU ARE WELCOMED, etc. are few of them. It is not necessary that these words should be used only for professionals. Try to use these words for the whole staff working in your office during your day to day working. Use them for service boy, sweeper, cleaning boy, your PA, your subordinates, your boss. You will start observing magical things happening around you. They will not only start respecting you more but also put their best for you. These words give them belongingness and make them important person for you. All the above techniques proved positive impact to improve upon individu-als efficiencies. The things discussed above are only guidelines and the impact depends on the style of usage and the situations. May be in the beginning it seems difficult to follow them but once you start absorbing these techniques you will find that things start turning in your favor. Wish you all the best in your professional journey. About the Author

Electrical Engneer from Punjab University, obtained PGDOM and MBA while in job.

PMI North Inda Chapter member. Having more than 2 decade PMC experience

with worldwide multinational organizations (SAUKEM-India, PDO-Oman, JGC-

Qatar, STATOILHYDRO-Iran, NOC-Libya) in Oil & Gas sector. Presently working as

Lead Electrical Engineer and Group leader for PMC at Petro Energy E&C co. Ltd.,

Sudan. Won several prizes in Painting, Photography and Safety.

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27th June 2015

Scaled Agile, Risk Management & Quality in IT Sector

PMI North India Chapter & IGT co-branded Event

On 27th June 2015, a half day event was organized at IGT Gurgaon by PMI North India Chapter & Inter globe technologies. The presentations were well appreciated by the participants, who attended the event. The entire event very professionally handled by PMI North India chapter. The session was conducted by PMI-NIC Volunteers & presentations were delivered by prominent speakers. The synopsis of the presentations are -

Session - 1

IGT Global – Introduction Mr Akhil Agarwal, COO - IGT We got the honor to listen to COO - Mr Akhil Agarwal, who is head of IGT’s worldwide operations across 5 continents. 20 years of manage-ment experience in Operations, Consulting, Product Development, Large System Integrations, Testing, Support, and Consultative Selling to Banking, Insurance, and Telecom companies in the United States, Latin America, Europe, and Asia…

He introduced how IGT & its products, delivering value to the world.

Session - 2

Risk Management Case Study Mr Ajay Kumar & Mr Suneel Wattal Mr Sunil Wattal is Country SLO & Mr Ajay Kumar is Program Manag-er at IBM India Private Limited. It all started with 5 steps on risk management, risk management life cycle. Scenario based how to do - Risk identification, Assessment, Monitoring, Treatment & Strategy They also discussed the sample case study which covered from identifying attributes, scoring values, colour identification, account health check to conclusion.

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Session - 3

Scaled Agile Framework, lean thinking, and product development flow principles in an enter-prise context

Ms Shuchi Singla Shuchi Singla is enterprise agile practitioner & consultant with over 11 years of experience in software development & testing. She is certified scaled agile practitioner having experience in setting up agile project transformation, agile testing practices… She talked about agile mindset and what is adoption & trans-formation. She also explained about the organization culture & what is agile friendly culture. The next was SAFe (Scaled Agile Framework), where we try build cultural change, by first changing the leaders. SAFe de-fines many roles at program level as many as 9. The brilliance was the slide where she described this practice in details. Session - 4

Quality Management in IT Mr Anshul Kwatra Mr Anshul Kwatra is experienced business transformational professional having a vast 15+ years of experience on leading & mentoring enterprise projects. His name also associated with commonwealth games.. It was a great session and backed by three case studies – Customer portal CRM system deployment Agent Management system deployment SAP upgrade Through tools like flowchart, fishbone, pareto and at last got a glimpse of project document updates, and at the end how pro-ject was delivered on schedule. The difference between exceeding quality & gold plating was also a thought provoking concept. The session ended with the vote of thanks by Mr. Naveen Kataria – Vice President Governance & Policy, PMI North India Chapter.

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Abhijit Kumar Ajay Bhargove Hemant Seigell

Kumar Saurabh Neelima Chakara Nirmallya Kar

Parul Choudhary Prashant Malhotra

Shashank Neppalli

Pooja Kapoor

Lieutenant Colonel Manu Chaudhary,(retired)