my career profile
TRANSCRIPT
M.V.Kannan
Scientist / Engineer – G (RETD)
Head, Projects Division, PPEG
ISRO Satellite Centre
Bangalore
CHALLENGES DURING CAREER
INDIAN SPACE PROGRAMME
BORN IN THE 60’S …
VISION FOR NATIONAL
DEVELOPMENT
APPLICATIONS
DRIVEN AND
SELF-RELIANT
COMMUNICATIONS,
REMOTE SENSING,
METEOROLOGY,
SPACE SCIENCES, SPACE
TRANSPORTATION….
STRATEGIC AND
TECHNOLOGICAL
CAPABILITY
EXCELLENT INTERFACE
WITH USER AGENCIES,
GOVT DEPARTMENTS
DEVELOP A TRIAD FOR
SPACE ACTIVITIES -
GOVERNMENT,
INDUSTRY & ACADEMIA
LEADERSHIP IN GLOBAL ARENA
INSAT IRSLAUNCH
VEHICLES
NATIONAL SPACE SYSTEMS
ISRO ORGANISATION CHART
Core
Technical
Techno-
Managerial
ISAC ORGANISATION STRUCTURE - TYPICAL
STRUCTURES GROUP
Design & Development Structural Analysis Structural Testing
PPEG
PROJECTS
BOMD
HRD
PROJECTS HRD
MIS STC
S/C Missions realized : 54 till 2010
23 satellites in orbit (in operation)
• Remote Sensing : 10
• Communication : 12
• Others : 1
On going Projects : 25
ISRO SPACECRAFT MISSIONS
Mechanical Systems Area (MSA) - STRUCTURES
1973 - 1981: Engineer, Structural Analysis
1981 - 2003: Head, Experimental Stress Analysis & Structural Testing
POSITIONS HELD IN SPACECRAFT PROJECTS
1981 – 2003: STRUCTURAL ANALYST - ANURADHA 3SAN21
Project Engineer - SROSS-1
Programme Manager - SROSS-2
Deputy Project Director - SROSS- C & SROSS-C2
Deputy Project Director - INSAT-3B
Deputy Project Director - GSAT-1
Programme Planning and Evaluation Group (PPEG):
From 2003 : Head ,Projects Division, Programme Planning & Evaluation Group (PPEG)
Deputy Project Director (Astronaut Training Centre) -HSP
PROFILE ( POSITIONS )
� Structural Analysis
� Experimental Stress Analysis
� Structural Testing
� Static Load Tests
� Dynamic Tests
� Project Management
� Inter - project coordination
� Integrated project planning , scheduling ,Monitoring & control – Multi-
Project Environment
� Project prioritization
� Resource allocation – infrastructure planning & duty cycle planning
(need aspect, installation & commissioning, operations planning
w.r.t project needs)
CORE COMPETENCE
1. Structural analysis (FEM) software tools (Tailored
to requirements)
• No readymade tools for structural analysis
• Memory & CPU Constraints
Solution:
• Continuous learning
• knowledge management
• Formulation of analytical tools
CHALLENGES ( Core Technical )
2. Structural Testing-S/C & Structural Elements
• Establishment of test methodology and loading system
• Setting up of experimental stress analysis lab and
supporting analytical tools
• Optimal reuse of test processes
Achieved Through:
• Continuous learning
• up gradation of infrastructure
• innovation
CHALLENGES ( Core Technical )
Research
Scholar
Ideal Techno
Manager
Misfit Business
ManagerLow
High
HighLow
T
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P
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N
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MANAGERIAL QUOTIENT
WHAT IT TAKES…..
M
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L
V
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TYPES OF SKILLS
Technical Skills
Interpersonal Skills
Administrative and
conceptual Skills
III Level
Management
(Executives)
II Level
Management
(Managers)
I Level
Management
(Supervisors)
MANAGERIAL SKILL MIX
Paradigm shift in job description
• People management skills
• EQ
• Breadth of understanding
CHALLENGES ( Project Management )
1. Development Related
ENVIRONMENT
ACTIVITIES
PERSPECTIVE
TEAM SIZE
LABORATORY DESK
TESTING
HARDWARE
DESIGN
DECISION MAKING
MIS
MONITORING
FOCUSSED
IN DEPTH
WIDER
BIRD’S EYE VIEW
SMALL MID SIZE
2. Cultural Environment Related
CHALLENGES ( Project Management )
3. Shift in core competence
Technical Techno-Managerial
� Focused Approach
– Delivery of qualifiedsubsystem prevails
– Directed by mission
needs
– Constrained by schedule
� Broad level approach with a
bird’s eye view
– Total success of project
realisation prevails
– Directed by overall
programme needs
– Constrained by
infrastructure / resources-
man power,facility &
budget
CHALLENGES ( Project Management )
3. Shift in core competence……
Technical Techno-Managerial
� Accomplishment with consistent
approach
� Result oriented
� Best utilisation of infrastructure
resources on a single activity
� Prevalence of individual wisdom
� Part of implementation of a
management decision with
technical contribution
� Accomplishment taking in to
account of alternatives
� Object oriented
� Optimal utilisation of infrastructure
resources for multiple activities
� Collective wisdom
� Part of management decision
making process with technical
approach
CHALLENGES ( Project Management )
4. Mobilsing organisational opinion and being a
party to the evolution of organisational decisions
• Result oriented approach changed to object oriented
approach
• Matrix organisation structure with specialized technical
teams holding line responsibilities for deliverables to
simultaneously running numerous projects competing for
limited resources
Approach:
• Inter-project coordination
• Infrastructure planning and resources priorization
Results in:
Sensitizing decision making points on related issues before
time , based on careful analysis
CHALLENGES ( Project Management )
5. Challenges of staff functions
Advisory/supporting role
• Dealing with Line complaints through better
interpersonal coordination and demonstration of
live examples (Examples:PCBs, CEFF,Facilities)
• Importance of realising the stresses of
interdisciplinary approach
(Intra-subsystems conflicts)
• Carrot and Stick policy
CHALLENGES ( Project Management )