pmi pune-deccan india chapter on target...

PMI Pune-Deccan India Chapter On Target Newsletter 2011 -2012

© 2011-12 For any query please call +91 9922909060 | [email protected] of 36

2011 Board Members President's Message

President Girish Kelkar

[email protected]

Vice President

Girish Kadam, PMP®

[email protected]

Finance Director

Sangita Zaparde, PMP®

[email protected]

International Outreach Director

Col Samuel Dhar, PMP®

[email protected]

Director Marketing & Communications Rinoo Rajesh, PMP®

[email protected]

Programs Director

Himanshu Warudkar, PMP®

[email protected]

Corporate Relations Director

Rahul Sudame, PMP®

[email protected]

Academic Interface Director

Jay Dholakia, PMP®

[email protected]

Admin & Operations Director

Omkar Gujar, PMP®

[email protected]

Dear Members and fellow PM Professionals,

Season’s greetings and best wishes for Happy and peaceful 2012! The current times are very challenging and will need careful monitoring and understanding the nature of forces and issues that can significantly affect many organizations and businesses. The whirlpool of changes affecting socio-political and economic environments will certainly affect each one of us in days to come. This is a really challenging time for all the Project Management professionals world over. All of us need to contribute in terms of meeting such onerous challenges in our own field in a very thoughtful and effective ways. One need not reemphasize the importance of Good Project Management practices – a challenging task in such situations. We all will have to work in a diligent manner to ensure the projects we are handling are well coordinated and managed in best possible ways. Projects take, as you are aware are almost one third of the world GDP. This is quite significant and any possible savings in these costs and time spans will contribute towards better economies and welfare every member of the society at large. Let us all pledge and contribute towards such objectives in our own ways and keep the flag of PM profession flying high. Considering this crucial aspect, our BOD has decided the theme for our forth coming National Conference as “Effective Project Management to foster faster economic progress”. This conference will be conducted in the first week of Feb 2012 and all you are requested to participate in this with enthusiasm and vigor as usual. I am confident that all of you will support the BODs to make this annual conference a great success.

I would like to thank all of you for your great ongoing support in ensuring growth of our chapter. With regards,

Girish Kelkar

President

[email protected]

New Initiatives Director

Harish Honwad, PMP®

[email protected]

Development Director

Rajeev Joshi, PMP®

[email protected]

Extended BOD Member

Ronald Naik, PMP®

[email protected]

mailto:[email protected]















Some of our programs and offerings



In this issue Author Page

1. Agile and Me . Parimal Dandekar 4

2. Supplier Relationship Management in Project Management Prakash Waknis 9

3. What did you have for breakfast today? Vikas Dixit 12

4. Root Cause Analysis and Corrective Action for Project Managers Gary Hamilton, Jeff Hodgkinson, Gareth Byatt , Duke Okes 15

5. Challenges of Higher Education Dr.Abhay Kulkarni & Dr.Ashwini Kulkarni 18

Other Updates

Updates from PMI 21

Chapter news 24

About the PMI Exam 26

Mr. Puneri Speaks 30

Membership Benefits & Volunteering Opportunities 31-33

From the Editor's Desk

Dear Readers ,

In the current Socio Economic climate there is pressure for organizations to do more on the Social responsibility. There is a need to re-evaluate current practices and to create efficiencies, effective team using project management principles. For executing such projects which have a Mass Impact the traditional forms of „command and control‟ management strategy needs to change.

Project management today is moving more towards social media and social networking is on the rise giving people the power to inform themselves and share information more easily with each other. Evidence suggest that people engagement is significantly driven by the degree to which people are usefully included in the decision-making process, both on a day-to-day basis and for highly strategic change, crisis and transformation (ex: the recent/ongoing Anna movement) .

The governing principles of today are: Communication – platforms that allow people to talk to each other, either by text, image, voice or video e.g blogs, instant messaging. Cooperation – share content in newer and easier ways e.g image and social bookmarking Collaboration – PM Tools that encourage project teams to collaborate with each other e.g. Wikis Connection – people can make connections with and between both content and other people e.g social networking, tagging, syndication and mashups.

The OT 2012 conference will be addressing the social critical need for project management today. We thank you for your support to the magazine through your continuous and valuable feedback and suggestions. The editorial team will continue to strive to bring to us as a chapter community innovative ideas and great practices across India (courtesy: Team India ) and through our alliances with other PMI chapters across the global

Wishing all a Happy and Prosperous New Year . Your comments and feedback are most welcome.

Ronald N Naik

Editor –in-Chief

[email protected]

In Memoriam

Shivkumar Sundaram passed away on 29 Dec 2011 after suffering a massive cardiac arrest. He is survived by his wife and son. He was always a visionary&

very supportive of our chapter activities and its members. He was like an

extended BOD member for all of us, always ready to guide us in our activities.

May the Almighty grant his soul everlasting peace, in its onward journey and give his family & friends the strength to bear this untimely loss.




Article 1 : AGILE AND ME Parimal Dandekar (PMP)

Introduction: This paper focuses on what I learnt from my experiences as a Project Manager and later as a Scrum Master. The intent of the paper is to give the reader a ground level view that‟s embedded in reality versus a technical or a bookish view of the

methodologies. The intent is not to argue or elaborate on technical definitions. Hence I will not waste paper space in mentioning the Agile Manifesto or the principles behind it. This paper assumes the reader is aware of the various methodologies of project

management and software development.

What is Agile? I am often asked this question. And the most common answer I am expected to give is Agile is waterfall in small chunks. Though

this answer is correct to some extent, the underlying assumptions are quite different. It is important to understand that any being

with some ability to think and imagine does follow the basic fundamental principle of plan – do – check – act iteratively. Depending on what we are doing, the amount of time we spend on each of these activities will change. The part where the

expected answer is „yes‟, agile is smaller waterfall project cycles is this plan – do – check – act cycle. But that‟s all that is common, between these two methodologies. Now, is Agile just the whole team sitting together? Partially, yes. But there‟s more to

it than just sitting together. It is what value is gained out of sitting together that makes the difference. The ability of the team to collaborate, solve problems, work towards common goal/s… that‟s what is different. There are many more

differences. The rest of the paper will explore some of these in more detail.

Agile Vs. Waterfall: Typically in a waterfall project (the ones that I have been involved in), a team is put together based on strengths of individuals.

For example- I have been assigned a project to create a website for an online store. Here‟s what I start with. I start looking out

for an architect. I look for a few software developers who have done it before. I look for some testers and some analysts and my team is ready to go. This team works on the project and at the end of the day we go our way. This is where the people challenge

for the PM comes in. If we retrospect this style, the team was never given a chance to form-storm-norm -perform. To highlight how this problem plays out in the real world, let‟s look at the cricketing nations. South Africa at one point was the best team

(same is true of England). Not necessarily having the best players. Whereas, India always had the best players, but still struggles to keep its no. 1 position. If we retrospect this, the reason is the Indian selectors are always on the lookout for the next Sachin

Tendulkar. What they don‟t realize is that Sachin is a rare creation. It‟s easier to keep a consistent team

that will perform at peak with one or two Sachins on their side. If the team is constantly changed, each 1 player will play for self-interest and not for the team. In that case even Sachin can‟t perform and even if he does, it does not bring value to the team and

leads to frustrating that one Sachin who in the end – in an IT world, will start looking for his next dream team which does not exist. The Agile Manifesto talks about people and collaboration. It is important to create that team. The projects being assigned

to the team are like cricket matches which keep changing but the team remains constant. The team members have to be

carefully picked. Because one of the disadvantages of sitting together is… it’s very easy to spread bad energy.

When picking an agile team it‟s important to look for following traits:

1. Passion- The question that should be asked is why you want to be on the team. Is it for the money, is it for the promotion. OR is it because that is what the individual likes doing. The

answer has to be it‟s the work that motivates the player and all else is just a nice side effect to

have. If you look at any successful personality - from athletes to actors to politicians to great engineers you will get this same answer.

2. Does the individual value team over self? - If you hire people who are interested in their own success, those are the

wrong individuals to have on the team. You want to hire members who value the team and firmly believe that their success lies in

the team‟s success and that their failure is purely a consequence of their own actions and no one else can be blamed for it.

3. Collaboration- Always look for resources that are ready to help others grow. You want to look for resources who want to be dispensable. They should have a vested interest in sharing

knowledge and growing the team and moving on. At the same time they should also be

delivering to their commitments.

4. Attitude and Aptitude- It‟s more important to hire individuals who have the right attitude and aptitude. Technology can be taught.



5. Ability to continuously improve and accept change- This is a very important trait to look for. The individual should be

able to take critical feedback and understand that it‟s not a personal attack or comparison but it‟s about continuous improvement. Once this team is assembled, let it go through the 4 stages of form-storm-norm –perform. Unlike waterfall where commitments

are more mathematical, commitments in Agile are based on an agreement between the team and the product owner. The team

should understand the importance of delivering incremental software that is value addition. The product owner must understand the limitations of the team, technology and the technical debt that the team has to churn before producing a quality product.

Management and Agile:

The single most important reason why Agile fails is management. This is at all levels. If we look at it bottoms up, starting from the scrum master going all the way to the executives. On top of that there‟s 2 sometimes management interest in making it fail.

This might seem paradoxical because it‟s the management who wanted to go agile. But it‟s important to understand that sometimes there are executives who want to prove their method was the right one and Agile is just a passing fad. Given that

these executives control the pyramid of the project, it‟s very easy to squeeze the pyramid and make the underlying methodology

fail. For a diehard Agile fan it will be project in itself to prove to the executives that their unrealistic expectations would have failed regardless of the methodology and that Agile just caught it earlier on. Change is a very difficult reality to absorb. Especially

when it‟s changing the way we fundamentally do things, after we introduce agile. Combine those with a loss of control and management is in chaos. What they fear and which is probably true is that they are not needed anymore.

A wise manager once told me. In a typical corporation, assume there‟s a team of 50 members assigned with a project to

dig a grave. 5 out of 50 actually dig the grave. Out of 5, 2 move into management. So essentially there are on 3 out of 50 who

are actually digging the grave. When it comes time to layoff or downsize, we let 2 of the 3 workers go. That leaves us with only 1 person who actually digs the grave. The remaining 47 continuously waste company resources in trying to figure out why the

grave digging project is behind schedule, over budget and underperforming. The unfortunate truth of the software industry is its relatively young age. Compared to manufacturing and construction industries, software industry is relatively new. Also, unlike

manufacturing and construction, where changes are less frequent and in smaller quanta, rapid pace of hardware and software

technological developments demand lot of flexibility, intelligence and knowledge updating from people at all levels in software industry. It‟s wrong to compare a software developer with a factory/construction worker and hence inappropriate to apply the

same processes and practices to the software industry. Though Agile practice draws a lot from lean, it‟s important to understand the fundamental difference between a factory worker, a software developer, a standardized operational job and a project. A top

down management style will break Agile.

An Agile team should be empowered enough to make its own decisions. Decisions should not be imposed on the team.

If you have the right players on the team, they will make the right decisions. It‟s the management‟s job to find these right players and create an environment where these members feel valued and are willing to give their soul for the team. Creating a hostile,

favor based, competitive, stick and carrot type environment will destroy Agile teams. Management and team should value their own roles and roles of others. Software development is as good a job as being a Scrum Master. The compensation and career

growth handed out to both should be comparable. Management should not force a false culture that everyone should eventually

be a manager and that all prior roles are just stepping stones. Management should value what people like doing. After all, you hired them because of their passion for software development and not because they wanted to use software development as a

stepping stone into a management career. A fundamental change is needed in the management style. This is the most difficult piece in solving the Agile puzzle.3

Scrum Master and Agile:

Scrum Master is not a manager. Anyone aspiring to be one should have a clear understanding of this. Scrum Master‟s job is to help remove any blockers that prevent the team from performing. The Scrum Master is a servant of the team. The Scrum Master

is also a facilitator. The Scrum Master should play an active role in helping the team to progress from Forming to Performing phase. In a perfect team a Scrum Master should be able to write herself or himself off the job. The job of the Scrum Master is to

help create a self-empowered, result oriented, successful team with a common goal. In the real world, the Scrum Master often

functions as point of contact between the team and the outside world. This helps in removing noise from the team and helps it focus on the work that‟s more important. The Scrum Master should not make commitments on the team‟s behalf without their

prior approval. The Scrum Master should not give status in meeting/report to upper management. Scrum Master should encourage all stake holders to do Gemba in the team space. It‟s important to encourage the notion that the stakeholders should

visit the site of work before they form an opinion, than assume someone else‟s version of what work is happening. It is also

important for the stakeholders and the team to interact with each other.



People and Agile:

As mentioned earlier it‟s important to hire the right people on the team. Working in a collaborative environment can get stressful. It‟s the Scrum Master‟s job to keep the environment light and encourage fun at work. The team should feel very comfortable and

relaxed. Continuous team building activities must be encouraged. All team members must participate in all activities and

eventually be empowered enough to come up with their own activities. The Scrum Master should take prompt and strong action to discourage behaviors that indicate pesonal-interest, ego clashes, personality conflicts etc. The team should strive for its own

collective personality. The individuals can take pride in being identified by their team.

SWOT analysis of Agile: If we were to do a quick Strengths, Weakness, Opportunity and Threats analysis of the Agile space. Here‟s how I would put it.

Strengths:

et, ahead of schedule and perform better than

traditional waterfall projects.

Weakness: t everyone onboard to such a fundamental cultural shift.

-motivated individuals. traditional processes and

methodologies.

fail in case of fixed bid contracts with vague scope. Note that even traditional methods will fail here. But Agile will catch it earlier on. The problem is - You will realize it in a couple of sprints. Though this will result in lot of savings. It might seem as if

the team hastily went into development without spending enough time planning. Opportunities:

- As the Agile principle says, start in small sprints. Take up projects that are easier and

implement them through agile. See the return on investment. Compare it with your previous methodologies. Tweak it to optimize

it and bring your team to peak performance. Then start scaling.

r teams get comfortable, take on projects that require lot of communication and documentation. See the ROI benefits of going Agile.

Threats:

them change their management philosophy.

– down management approach.

-based, competitive, stick and carrot type environment.

Scrum Master or Project Manager: A common question I get asked is if we are doing Agile do we need a project manager? Isn‟t the Scrum Master the same as a

Project Manager in the Agile world? The answer is yes and no. It depends on your organization and its business model. The level

of interactions required between various areas in your organization. Typically a Scrum Master‟s scope is limited to his/her team. A PM‟s scope is related to the project. There‟s a many to many relationship between PMs and Scrum Masters. A Scrum Team could

be working on multiple projects. A Project could have multiple teams in it. I would say it‟s very important for the two individuals filling into these roles to understand their responsibilities. And again the Scrum Master and the Project Manager should be

working towards a common goal and should make adjustments to achieve the common goal.



Conclusion:

I have been in this role for a few years and have seen both sides of the coin. I think both roles and methodologies have their own

place. It‟s futile to argue Judo is better than Karate, or Cricket is better than Football. The intent of this paper is not to discredit Waterfall method nor to over credit Agile. The intent is to share my experience. I hope you find it useful.

Parimal Dandekar (PMP) Iteration Manager (Consultant Project Management)

About Author: Parimal currently works as a Scrum Master with a fortune 500 Co. Prior to becoming Scrum Master, He

worked as a Project Manager for the same Co. He has over 10 years of Software Industry experience

ranging from development to management. He previously worked as a consultant with many fortune 500 companies in various sectors (Finance, Manufacturing, Logistics, Software) Parimal lives in Columbus

Ohio, USA with his wife and 2 children.

EDUCATION MBA - Wright State University, Dayton OH, USA - Project Management, Finance and Marketing

MS - Wright State University, Dayton OH, USA - Computer Engineering BS - Pune University, India - Computer Engineering

CERTIFICATIONS Project Management Professional (PMP)

IT Information Library Foundation Certificate (ITIL Foundation Certificate) Master's Certificate in Project Management – George Washington University, USA

Microsoft Certified Database Administrator (MCDBA)

Microsoft Certified Solution Developer (MCSD)

Parimal can be reached at email:[email protected]

Take a Break

The revised 7 phases of Project Management

1. Wild enthusiasm

2. Disillusionment

3. Confusion

4. Panic

5. Search for the guilty

6. Punishment of the innocent

7. Promotion of non-participants

Click here to go back to Index



Article 2 : Supplier Relationship Management in Project Mgt. Prakash Waknis , Symbiosis college

Introduction:

PMBOK places considerable importance on Stakeholders, managing their expectations and the strategy to manage them. Stakeholders include sellers/vendors. In the world outside PM, these entities are called vendors or suppliers. Today, the industry

relies heavily on suppliers. Considerable amount of spend is accounted for purchases from suppliers. As the reputation of firms depends on the goods and services supplied by suppliers (sometimes also called as co-makers), all purchasing organisations place

considerable importance on managing supplier relationships. This has given rise to the term SRM. This article attempts to

understand SRM in Project Management.

In view of the role of stakeholder management in Project Management, the following table will make an interesting reading. Stakeholder and Organization Wants and Needs*

Stakeholder satisfaction (Wants, needs)

Stakeholder Stakeholder Contribution

(Organisation# Wants and needs)

Fast, Right, Cheap & Easy* Consumers and Trade Trust, Unity, Profit & Growth

Purpose, Care, Skills & Pay Employees Hands, Hearts, Minds & Voices

Trust, Unity, Profit & Growth Suppliers Fast, Right, Cheap & Easy*

Legal, Fair, Safe & True Regulators, Government Rules, Reason, Clarity & Advice

Return, Reward, Figures & Faith Investors Capital, Credit, Risk & Support

*Michael Hammer *Neely, Adams (Control, Sept 2002). The performance prism, - part of the research project: The evolution of business performance measurement systems – sponsored by EPSRC under grant number GR/K88637. September 2002. # Performing organisation

Observe that the expectation of “wants and needs” of a supplier is from organisation is identical to the “wants and needs” of the organisation when it becomes a supplier to the trade. Same is the case when the organisation becomes a customer. As stated

earlier, performing organisations have increasingly realised that a good supplier contributes to their Quality image, profitability,

market share. Consequently, companies set aside considerable resources to effectively and efficiently manage supplier relationships.

Processes in Supplier Relationship Management:

Following can be broadly classified as various processes:

Supplier Selection

Training and development of suppliers

Supplier Performance Measurement (SPM)

Supplier Satisfaction Measurement (SSM)

Supplier Selection: One of the outputs of plan procurement is “source selection criteria”. In Conduct Procurement process, suppliers are selected by

“screening and weighting”. Different organisations have different system of selecting suppliers. But basics remain unchanged.

They are supplier‟s technical competence, reputation in the market, financial strength, quality of people to mention a few. 200 world wide organisations were involved in a bench mark study conducted by Dr.Monzcka in 1999. A book, (Monzcka, Trent,

Handfield.”Purchasing and Supply Chain Management”, Thomson Publishers, 3e) provides detailed information. A European consumer electronics company and an American Home Appliances company have developed a detailed manual on

supplier selection criteria, process and procedure. Both documents are available with the author.

In a nutshell, the process involves a self appraisal by supplier on 14 criteria. They include 8 strategic processes- (a) In sourcing/outsourcing, (b) Commodity strategy management, (c) Supply base optimization and management, (d) Supplier

partnerships,(e) Supplier integration in product creation process,(f) Supplier integration in order realization process,(g) Supplier development and quality management and (h) strategic cost management. The 6 enablers are (a) Strategies and plans,(b)

Organisation and teaming strategies,(c) Globalisation,(d) measurements,(e) IS/IT systems and (f) HRM. The company officials



then visit the site to validate the appraisal. The results are shared with the supplier candidate. Based on these results, supplier

candidate may become a supplier to the company.

This self appraisal is then validated by a team from the purchasing organisation. Based on a predetermined (and known to candidate supplier) score, the supplier either gets accepted or is given a chance to improve.

This process is transparent and removes personal bias, similar to the screening procedure in PMBOK.

Supplier Training and Development:

Though suppliers are selected on the basis stated above, strategic fit between supplier and purchaser organisation plays a very

crucial role. Once goal congruence is established, the purchasing organisation has to ensure that the supplier follows the rules of the “game”. Areas of improvement are jointly identified and time bound plans are drawn up to work.

Krause and Ellram (Daniel R Krause, Lisa M Ellram, “Success factors in supplier development” International Journal of Physical distribution and logistics, Vol.27, No.1, 1997) have investigated success factors in supplier development. They define supplier

development as “any effort of a buying firm with a supplier to increase its performance and/or capabilities and meet the buying firm‟s short and/or long term supply needs”. Supplier development augurs well for both: buyer firm as well as the supplier firm. For the buyer firm, it ensures that quality and efficiency of operations improve. For the supplier firm, it improves their capability

to attract more business. For both, it improves their competitive edge. Krause and Ellram (Daniel R Krause, Lisa M Ellram, “Success factors in supplier development” International Journal of Physical distribution and logistics, Vol.27, No.1, 1997, Table –I

p 43) provide conclusive data that supplier development results in (a) Reduced incoming defects,(b) Improved on-time delivery,(c) Reduced order cycle time, and (d) increased complete orders received.

According to Sherry Gordon (“Supplier Evaluation and Performance excellence – a guide to meaningful metrics and successful

results” – J Ross Publishers, 1 ed., 2008.), Key to supplier development programme includes (a) how many suppliers [validated by C.S.Rodriguez, David Hemsworth, Angel R.Martinez-Lorente “The effect of supplier development initiatives on purchasing

performance: a structural model”. Supply chain management: An international Journal 10/4 (2005) 289-301)], (b) choosing

supplier development approaches (Krause, Daniel R, and Scannell, Thomas V. “Supplier development practices: Product and Service-based Industry comparisons”. Journal of Supply Chain Management, Spring 2002, Vol.38, No.2, p13.). These approaches

include the following:

Supplier assessment: Evaluation, certification and feedback

Competitive pressure: Using multiple supplier with a threat to switch

Supplier incentives: Recognition, rewards, promise of more business now and in future

Direct involvement activities: Site visits, training, investments

Sherry Gordon states that selection of supplier for development can based on (a) Spend on supplier is major part of the total spend, (b) Suppliers of components whose quality is very crucial to the end product, (c) suppliers targeted for long term

association etc.

Rodriguez‟s study the effect of supplier development initiatives on purchasing performance classifies supplier development efforts

in three levels.

Basic These include information to suppliers on their performance, relationships with limited number of suppliers, Standardisation of raw materials and a procedure for supplier quality certification.

Moderate These include visit to suppliers‟ factories, collaboration to identify new raw material and parts, recognition and reward and ISO9000 certification

Advanced These include training to suppliers, participation in new product development process, access to suppliers‟ internal information

(cost, quality) and access to suppliers‟ external information (accounts). The level is defined as the extent and amount of resources deployed in supporting the supplier to improve. As can be seen, a

very small number of suppliers are chosen for development as it involves substantial efforts.



Procurement/ Purchase Departments (along with other technical departments in the firm) strive hard to ensure that supplier

capabilities are continuously upgraded. Needless to say, these efforts can make project manager‟s job relatively easy.

Supplier Performance Measurement (SPM)

This is the most used in the industry as well as most researched in SRM. Sherry Gordon (“Supplier Evaluation and Performance

excellence – a guide to meaningful metrics and successful results” – J Ross Publishers, 1 ed., 2008.) provides a step by step guide to the uninitiated in setting up and implementing a process to measure supplier performance. The steps are (a) choosing a

team and developing a plan,(b) Developing an evaluation strategy,(c) determining what to measure,(d) evaluation approaches,(e)

using technology for supplier evaluation,(f) designing a process,(h) actual SPM and (i) recognition and rewards.

Most companies have SPM process in place. However, there are gaps identified by the Aberdeen Supplier Performance benchmarking reports (2002, 2005). Some of the key findings in the 2002 report are:

56% are less than satisfied with their ability to consistently perform SPM

77% said their SPM capabilities need to improve

49% of respondents are NOT using SPM because:

– 19 % : not high priority

– 11 % : no technology

– 10 % : Organization too centralized

– 9 % : Requires too many resources

The Method of measuring, tools and technology used do not influence improvement. Tools and techniques used in Administer procurement are similar to what is stated above.

Gordon‟s book is worth reading to identify and plug the gaps in the SPM processes.

Suppler Satisfaction Measurement (SSM) What was that again? This is the question we have faced while conducting a research on measuring supplier satisfaction in Automobile Industry. Everyone is conversant with terms like Customer or Consumer satisfaction measurement, Employee

satisfaction (Motivation) survey, trade (dealer) satisfaction to name a few. The term SSM raises eyebrows. We believe that SSM is crucial for a performing organisation. Who is helping us deliver the project to client? Is her/his satisfaction not important for the

success of the endeavour?

Academics and industry accept that the area of SSM is relatively less explored. Essig and Amann (Essig and Amann. “Supplier satisfaction: Conceptual Basics and explorative findings”. Journal of purchasing and supply management, 15 (2008) 103-113)

have identified the following studies that address supplier satisfaction in the broadest sense. They are (a) Carbone (1999), (b) Forker and Stannak (2000), (c) Wong (2000), (d) Soenato and Proverbs (2002), (e) Van Weele and Rozemeijer (2002), (f) Maunu

(2003), (g) U.S. Army corps of engineers (2005), (h) Benton and Maloni (2005), (j) Gawantka (2006), (k) Leenders et al (2006).

From the foregoing it is clear that research and study of supplier satisfaction is about 10 years in the focus. At SCMHRD, we have completed a pilot study on this topic. Results can be shared in a separate write-up.

Conclusion:

For a project manager, supplier/ vendor/ seller is an important stakeholder. Meeting her/his expectation from the project and the

performing organisation can only enhance loyalty, involvement, commitment to the project. Supplier satisfaction is just a natural

outcome of these processes.

Project Management is process driven. It has clear processes, inputs, outputs to be obtained by using the prescribed tools and techniques. The foregoing information should encourage increased involvement of the project manager with this important

stakeholder: Supplier.

Prakash Waknis PMP .

Prakash is a faculty at Symbiosis Centre for management and HRD, Pune .He is a BE in (Elec & Telecom) with a diploma in Management studies . He is also a Certified Supply Chain Professional alongwith a PMP.

He had a 31 years of great experience with Philips India Ltd and also has done consultancy with Jumbo

Electronics, Dubai . He can be reached at : [email protected]




Article 3 : What did you have for breakfast today By Vikas Dixit - NLP

“What did you have for breakfast today?” I asked Sameer. My question surprised Sameer. Sameer had come to discuss the challenges he faced with his team after becoming a tech lead. “I had sandwiches and milk.” Sameer answered, wondering why I

was asking. “How do you know you had sandwiches and milk?” I asked. Sameer was even more surprised, not knowing what I was aiming at. “Well, I just know I had sandwiches and milk. I even remember where I was sitting and who else was there and that the

sandwiches were just perfect. I even remember the yummy taste!” Sameer answered; still bewildered about my intention of asking these questions. “Sameer, questions like these, if you know how to ask them, are a great people management tool.” Bewilderment

and disbelief were written in bold letters on Sameer‟s face. He could not quite connect how this could be a management tool and

solve some of his challenges as a leader. I said, “Sameer, did you notice, by asking you this question, I invited, even forced your mind to go back to your breakfast table and remember what you had for the breakfast today? That way, I controlled what your

mind would do, even for a moment, didn‟t I?” After a moment of pause, Sameer agreed. “But how can this be a people management tool?”

“For a moment Sameer, forget sandwiches and breakfast. If I were to ask you… what new things did you learn on your current

project?... And did you enjoy learning them? … Can this new learning be used for some other project? By asking these questions, what I am inviting your mind to do?” Sameer‟s face lit up as he answered, “I am thinking about new things I learned on this

current project, what I enjoyed learning most and where else could I use this learning.” And after a moment‟s pause, he said, “Wow, and if I ask these questions to my team together in a meeting, I will make them think about what is relevant to each one

of them simultaneously. That is powerful. I had never thought about that. Now it is making sense.” “You are a fast learner

Sameer.” I said. “And there is something more to notice. Hidden in every question are one or more presuppositions. I am presupposing things like… It is possible to learn… that you can learn… that you can enjoy learning… that you can use this learning

elsewhere etc.” Sameer agreed, “That is true.”

“By asking such questions we actually create some wonderful possibilities.” I went on. “For example, consider following set of

questions...”

hat could be other applications of this?

“Here I am presupposing things like… it is possible to help a team member… that one can discover more ways to of thinking etc.

All these possibilities are easily brought into awareness and there is a high chance that people will actually do these things.” “If you ask these questions in right spirit and with right kind of tone, people become relatively stress free. It sets expected norms and

standards in a very gentle way. The group dynamics and the behaviors of group members change for better. With diligence, you can create and shape a whole new work culture in your team. And you will be a really respected leader of your team.” Sameer‟s

face brightened as he was fascinated by the simplicity of this management tool. His mind was already busy thinking about many ways in which he can use this knowledge. “Can it be useful with my family and my children?” Sameer asked brightly. “It sure can.

This kind of questions are so versatile in their applications that they can be useful in teaching, learning, parenting, management

and businesses just as you can use it in projects. In fact you can use it to communicate with yourself too!” I could see a big question mark on Sameer‟s face. So I continued, “For example, consider following questions. Imagine you asking yourself following

kind of questions…”



work of my team?

Sameer smiled broadly and said, “These questions are generating some very useful and pertinent thoughts in my mind. I feel I can create more such questions, take a printout and put it under the glass on my desk. I am sure just reading them often will help me

become a more disciplined person. Only the useful thoughts will dwell in my mind and the useless thoughts will have no place. This

is awesome.” I agreed, “That‟s right. The trick here is to make their or our mind do some positive function that we want them or us to do.”

“I have a question here. Suppose I asked my team member, if he helped his team buddy today, he may either say yes or no. What should I be doing then?” “That‟s a brilliant question Sameer.” I said. “If he says yes, you can give him a praising. He will enjoy that

and that will motivate him to continue to help his team members.” “And what if he says no? Should I ask him why or tell him he

should or something like that?” Asked Sameer. “Sameer, if he says no, just drop the subject and say nothing. After a few days just ask this question again. If you ask him why or suggest that he should, maybe he will feel hurt or guilty. As a great leader, you do

not want that to happen. And since you dropped the matter he will not feel pressure. After a few repetitions of the questions, he will automatically know what is expected of him and he will probably do that.” I continued, “Many times, I do not expect or insist

that they answer overtly. Their minds are filled with right kind of thoughts, and that is what I want.” “That is a very gentle and

respectable way of managing people, is it not?” Said Sameer. “I certainly think so. And I prefer it this way. Today‟s work patterns already create great stress. As a manager we do not need to add that!” I said. Sameer smiled as he agreed. Sameer went on, “I

am wondering, why no one taught me this technique before? And why it is not taught in schools and families?” I smiled and said, “I think better questions to ask ourselves will be… „How can I learn more about this technique? How can I put this technique into

use in my project? How can I share this technique with my friends and family?‟” Sameer was excited. As he prepared to leave, he said, “I am certainly planning to do that. I want to really thank you for sharing this wonderful technique with me.” “It is my

pleasure, Sameer” I said.

Before Sameer left, I asked him following questions-

in your current work?

hnique in different situations?

Vikas Dikshit

Vikas Dikshit is a mechanical engineer with 35 year experience of running his own businesses. Out of sheer hobby, for last 21 years, he has deeply studied and researched mind, its functioning and

various techniques to configure mind for individual purposes. Besides reading and studying over a thousand

books about mind, physics and philosophy, he is a Master Practitioner of Neuro Linguistic Programming (NLP) and Hawaiian Huna. He is a member of Project Management Institute, Pune Chapter and conducts

workshops for Project Managers, parents, students and teachers. Vikas lives in Pune with his family.

He can be reached at [email protected]





Spare a Thought

C > E Cause > Effect

From

Vikas Dixit

And the interesting thing is we can live/be on any one side…. Allow me to elaborate on this.

A person living/being on effect side may say-

· Winter makes me sad.

· My boss makes me angry. · I am poor because of current economy.

· I am happy that you liked my work.

· No one really understands me.

This person feels that his situation, state of mind, problem has a cause which is out of his control.

On the other hand a person living on the cause side may say-

· I choose to remain happy even in winter.

· I can keep my composure irrespective of criticism by boss. · I may be poor but I am learning to change my financial status.

· I keep happy even if you do not appreciate my work.

· I make sure that people understand me correctly.

Person on cause side has power. Person on effect side thinks he is a victim.

Person on cause side may search for solution to every problem. Person on effect side will search someone or something to blame

for every problem.

I feel it is an attitude, a behavior pattern, a personality we have somehow acquired. A quick scan of our day‟s activity can help us find out, when we were acting from cause side and when we acted from effect side. This search may help us decide to spend more

and more time on cause side and less and less time on effect side. NLP and Huna can help you achieve this.




Article 4 : Root Cause Analysis and Corrective Action for Project Managers

Gary Hamilton, Jeff Hodgkinson, Gareth Byatt

& Duke Okes

Project managers have the immense task of juggling requirements and resources that are often not under their direct control in

order to produce the required project deliverables within the limited constraints to which they must adhere (scope, time, quality, etc.). Even if the perfect project plan could be designed and executed, it would not remove all of the risks that could ultimately

impact a project. Plans must inevitably change for one reason or another.

During the phases of a project, it could be said that there are three major activities focused on reducing project risk. The first risk reduction activity occurs during project planning, when a proactive risk assessment is conducted and the identified risks are either

mitigated or avoided (e.g., by modifying the project plan), transferred (such as through insurance) or accepted (by doing nothing

and accepting that “if it happens, it happens”). The second activity is the continual assessment of risk throughout the project. The final risk reduction activity is to hold a retrospective “lessons learned” at the end of the project, which will have the least impact on

the current project but will serve to benefit others in the future.

However, for the unforeseen problems that occur throughout a project, risk management is too late, since it has already been

completed, and lessons learned are too early, since that is conducted at the conclusion of the project. Corrective action is then a critical process for dealing with ad-hoc problems encountered during projects.

Unfortunately, actions taken to resolve an issue often only address the problem itself, not its underlying causes. Symptoms of the

problem are addressed and project resources are adjusted to compensate for the problem, but true corrective action may not be

taken. In other words, the causes of the problem remain unknown, meaning the problem may reoccur later in the project and/or in future projects.

Consider this example:

Problem: A design project to develop a new vehicle has come to a complete stop because one of the key work packages for it is on the critical path but is behind schedule.

Action taken: The work package behind schedule is deemed to be a low risk, so it is decided that it will proceed in parallel with other modules, changing the critical path. This means that if no major problems found are with the module, there will be no

additional delay.

Note that while the action taken in this example may allow the project to proceed along a modified critical path, nothing was done

to identify why the work package was behind schedule in the first place. That is, while the problem was resolved (corrected), no action was taken to ensure that the same problem would not occur in the future (corrective action). In our example,

was the module behind due to inadequate capacity of the assigned resources, or for some other reason? Corrective action consists of two major phases:

d the root causes of the problem

To provide a more detailed breakdown of these steps, we put forward an example “10-step problem solving model” that we hope will be of use in guiding you through a corrective action process. Steps 1 through 5 are for problem diagnosis, and 6 through 10 for

solution implementation.

1. Define the Problem: What occurred, where and when was it identified, when did it begin, and how significant is it?

2. Understand the Process: What were the process steps that should have been carried out before the problem was found?

3. Identify Possible Causes: If they did not occur as planned, which of the process steps could have caused the problem?

4. Collect Data: What information could indicate which of the possible causes actually occurred in a way that would create the

problem?

5. Analyze Data: What does the data indicate about which of the possible causes did or did not contribute?

6. Identify Possible Solutions: What changes to the processes of project planning and execution might keep those processes from failing in the future?

7. Select Solutions: Which of the possible solutions identified are the most viable?

8. Implement Solutions: Plan and carry out the selected solutions.

9. Evaluate the Effects: Were the solutions implemented and have they worked?



10. Institutionalize the Change: Update project management guidelines and tools to ensure that future projects are carried out in

alignment with the improved processes.

Note that steps 1 through 5 are typically done iteratively, until the causes found are at a depth sufficient to prevent recurrence. For

example, if on a software project testing, delays are due to inadequate capacity of the testing software, the reason for the capacity problem would need to be determined in order to prevent such a failure in the future.

Of course, it is not necessary to carry out this level of investigation and action for every problem that occurs during a project, so an

important component of the corrective action process is risk assessment and agreement on a sensible course of action. That is, for

each problem that occurs, the relative magnitude and likelihood as part of a risk assessment should be considered before assuming root cause analysis is required.

There are many barriers that prevent corrective action from being carried out effectively. We have already alluded to … a lack of guidance … a process … for carrying it out. That‟s the purpose of steps 1 through 10. Other barriers and resulting imperatives for

project managers include:

owever,

project failures are often the result of incremental variations within multiple processes, and a single individual is unlikely to be sufficiently familiar with all processes to be able to evaluate them effectively and without bias. Therefore, project managers must

ensure that they involve multiple players in the diagnosis of complex problems. They need to encourage their team to “put their hand up for help”.

This leads to tampering with processes, which can result in further problems. Project managers need to be certain that adequate

information is available before deciding which actions to take.

d.

However, many studies have shown that humans and organizations learn more from their failures than from their successes, so corrective action needs to be viewed as simply the process of learning more about how processes actually operate. Project

managers need to employ positivity when assessing the need for corrective action and putting the case forward to do it.

management, as indicated by the Plan-Do-Check-Act cycle. Project managers who emphasize the PDCA cycle as part of day-to-day

thinking, as well as during major milestone reviews, will help others see the more complete picture of their roles. It is certainly an embedded part of Quality Management.

assign the cause of all problems to human error. The problem with this is that it is insufficient to provide identification of solutions, since the cause for that human error would need to be known. Many of the causes

of human error turn out to be deficiencies in information, equipment, and management processes. Project managers who focus on process deficiencies rather than blaming people will find that others are more willing to dig down to the real causes of problems.

There are also challenges specific to project management which serve to make the activity of corrective action more difficult. These include:

e being

contracted. This means players may try to protect their own turf (think of the BP disaster in the Gulf, and how the various contractors blamed each other), making the truth hard to find.

ive action.

The reality is that all players should be able to learn from investigations and often carry that knowledge into future projects.

-point, it may be difficult to do a full-on evaluation of effectiveness. The value of solutions may only be appreciated in the course of future projects.

Another significant advantage of developing better root cause analysis skills within the project team is that such thinking is fundamental for risk management, quality management and the creation of a “learning culture.”



Jeff Hodgkinson is a 31 year veteran of Intel Corporation, where he continues on a progressive career as a program/project manager. He is the most experienced Intel MAPP (Make A Project Plan) Day Facilitator at Intel with over 150 facilitation events to his credit. Jeff is an IT@Intel Expert and blogs on Intel‟s Community for IT Professionals for Program/Project Management subjects and interests. Jeff received the 2010 PMI (Project Mgmt Institute) Distinguished Contribution Award for his support of the Project Management profession from the Project Management Institute. Jeff was also the 2nd place finalist for the 2009 Kerzner International Project Manager of the Year Award TM. He lives in Mesa, Arizona, USA and volunteers as the Associate Vice President for Credentials & Certifications for the Phoenix PMI Chapter. Because of his contributions to helping people achieve their goals, he is the third (3rd) most recommended person on LinkedIn with 525+ recommendations, and is ranked in the Top 75 (currently 60th) most networked LinkedIn person. He gladly accepts all connection invite requests from PM practitioners at: www.linkedin.com/in/jeffhodgkinson. Jeff holds numerous certifications and credentials in program and project management, which are as follows: CCS, CDT, CPC™, CIPM™, CPPM–Level 10, CDRP, CSQE, IPMA-B®, ITIL-F, MPM™, PME™, PMOC, PMP®, PgMP®, PMI-RMP®, PMI-SP®, CAPM®, PMW, and SSGB (Six Sigma Green Belt). He is an expert at program and project management principles . Click here to go back to Index

About

The

Article

Authors,

Their Plans,

And Their Roles

Gareth Byatt, Gary Hamilton, Jeff Hodgkinson and Duke Okes are experienced PMO, program, and project managers who developed a mutual friendship by realizing they shared a common passion to help others and share knowledge about PMO, portfolio, program and project management (collectively termed PM below). In February 2010 they decided to collaborate on a five (5) year goal to write 100 PM subject articles (pro bono) for publication in any/all PM subject websites, newsletters, and professional magazines / journals. They have been translated into Arabic, French, Spanish, Portuguese, and Russian and published on websites in Australia, Brazil, Canada, France, New Zealand, Poland, Russia, UK, and the USA. Their mission is to help expand good program and project management practices by promoting the PM profession, to be a positive influence to the PM Community, and in earnest hope readers can gain benefit from the advice of their 60+ years of combined experience and expertise (and the expertise of co-authors who write with them on certain articles and subjects). Although all three are well credentialed, together they have the distinction in particular of being 3 of only 25 worldwide that hold the Project Management Institute‟s PMP®, PgMP®, and PMI-RMP®. Credentials. Gary and Jeff have all five (5) of the PMI „family of credentials‟.

Along with writing articles, each also champions a role in the overall writing program collaboration process:

→ Gareth manages all requests for additional guest author collaborations → Gary manages the article development tracking and readership metrics → Jeff manages the article distribution and new readership demographics

Each can be contacted for advice, coaching, collaboration, and speaking individually as noted in their bios or as a team at: [email protected]

Gareth Byatt is Head of the Group IT Portfolio Management Office for Lend Lease Corporation. Gareth has worked in several countries and lives in Sydney, Australia. Gareth has 14+ years of project, program, and portfolio management experience in IT and construction. He can be contacted through LinkedIn.

Gareth holds numerous degrees, certifications, and credentials in program and project management as follows: an MBA from one of the world‟s leading education establishments, a 1st-class undergraduate management degree, and the PMP®, PgMP®, PMI-RMP®, & PRINCE2 professional certifications. Gareth is also the APAC Region Director for the PMI‟s PMO Community of Practice and chairs several peer networking groups. He is a Director of the PMI Sydney Chapter for 2011.

He has presented on PMOs and program and project management at international conferences in the UK, Australia, & Asia including PMI APAC in 2010. Email Gareth: [email protected]

Gary Hamilton is the Manager of the PMO and Governance within Bank of America‟s Learning and

Leadership Development Products organization. Gary lives in Bristol, Tennessee, USA and works out of Charlotte, North Carolina. He has 14+ years of project and program management experience in IT, finance, and human resources.

Gary volunteers as the VP of Professional Development for the PMI East Tennessee chapter. Gary has won several internal awards for results achieved from projects and programs he managed as well as being named one of the Business Journal‟s Top 40 Professionals in 2007. He can be contacted through LinkedIn.

Gary holds numerous degrees and certifications in IT, management, and project management and they include: an advanced MBA degree in finance, and has the PgMP®, PMP®, PMI-RMP®, PMI-SP® , CAPM®, ITIL-F, MCTS, MCITP, and SSGB professional certifications. Gary also is a 2009 Presidents‟ Volunteer Award recipient for his charitable work with local fire services and professional groups. Email Gary: [email protected]

http://www.linkedin/in/jeffhodgkinson

http://www.intel.com/

http://communities.intel.com/community/openportit

http://communities.intel.com/community/openportit

http://www.pmi.org/About-Us/Our-Professional-Awards/2010-PMI-Award-Recipients.aspx

http://www.pmi.org/

http://www.iil.com/kerzneraward/default.asp

http://www.phx-pmi.org/

http://www.linkedin.com/in/jeffhodgkinson

http://www.linkedin.com/

http://www.linkedin.com/in/jeffhodgkinson



http://www.linkedin.com/in/garethbyatt


http://www.linkedin.com/in/garyhamilton

http://www.40under.com/honorees.shtm

http://www.linkedin.com/in/garyhamilton




Article 5 : Challenges of Higher Education Dr.Abhay Kulkarni & Dr.Ashwini Kulkarni

Education is an integral part of life. A society that provides good education to its members is assured of growth and development. Education and learning is of real value only when it can be practically applied, leads to improvement in the quality of

life and also should make an individual fit to meet the challenges of the real world. Recently it was observed that Only 25% of

engineering graduates are directly employable (Infosys, an IT giant, last year sorted through 1.3 million applicants only to find that

around two percent were qualified for jobs.) Output of educational institutions is the input to industry and with this 2% qualified graduates eligible for employment we need to rethink on existing educational system. While India has some institutions of global

repute delivering quality education, such as (Indian Institute of Management) IIMs and (Indian Institute of Technology) IITs, we do

not have enough of them. Very narrow range of course options are offered. Increasing number of students going abroad for higher education is a drain on foreign exchange resources and also on the students and/or their parents‟ finances. Lack of attractiveness

in teaching as a profession – there is clearly a lack of educated educators.

Still India has the third largest higher education system in the world, next only to China and the United States. India's $86

billion education sector is increasingly joined by private players in its rapid expansion. Looking to the growing need of higher education lot of universities, Deemed universities are increasing in India. Govt is also keen to open this field to foreign universities

setup campuses in India. Considering the demographic dividend India has got it is essential to understand the challenges in front of educational systems and opportunities looking to the growth of Indian economy. To narrow the scope of this article We are going

to scope the discussion limited to higher educational system .In this context we will like to evaluate the process of imparting higher education to important stake holders like Students/Parents, University, public/private organizational Society and finally Industry. It

is difficult to satisfy all the stake holders simultaneously. However whatever job opportunities which are available in various areas,

if these requirements are fulfilled by educational system then it will benefit the society at large.

Following learning roadmap will illustrate the requirements.

IICMR

4

8 January 2012

Parents

School

College/ Institute

University

Corporate

Development of Values

Basic Knowledge ,skills and Ability

Capacity and Expectations

Structured Standardized learningBasic Core Competency

Expect quality,Deliverable Performance

Learning Road Map

Higher Education System: Aiming future Managers:

It should be noted that Indian‟s spend nearly $4 billion annually to send their children abroad for higher Studies and technical training while there is no reason for India not emerging as a global hub for higher Education and technical training. The real

challenge therefore, is to expand capacities in higher education to Keep ahead of the curve of rising domestic and global demand. University Grants Commission (UGC) set up under UGC Act 1956 is responsible for coordination, determination, and maintenance of

standards and release of grants to universities and research organizations.



The growth of higher education in India has been phenomenal. Starting with 1950-51there were only 263,000 students in all disciplines in 750 colleges affiliated to30 universities. This has grown by 2010 to 20 million students in 17500 Degree colleges

affiliated to 436 universities and non-affiliated university-level institutions. In addition, there are about 13 million students in over

10000 vocational institutions. The enrolment is growing at the rate of 5.1 per cent per year. However, of the Degree students only 5 per cent are enrolled into engineering courses, while an overall 20 per cent in sciences. The demand for professional courses is

growing rapidly. In India both public and private institutions operate simultaneously. In 2010-11, of the 27000 higher education institutions, 58 per cent were privately owned and run catering to 45 per cent of students enrolled into Higher education, that is,

approximately 3.1 million out of total 8.4 million. It is also likely that most of the growth in the rapidly expanding higher education

sector took place in private unaided college or in self-financing institutions. Since grant-in-aid to private colleges is becoming difficult, many government/universities have granted recognition/affiliation to unaided colleges and many universities have

authorized new „self-financing‟ courses even in government and aided colleges. It is felt that as of now more than 50 per cent of the higher education in India is imparted through private institutions, mostly unaided.

Employability and Education:

What are important traits developed during higher education ?

1) Knowledge 2)Skill 3)Ability

Important traits required for employability in general are 1) Capacity 2) Capability and 3) Performance.

First challenge from college to campus is convert knowledge into capacity to do work and complete the work. The second challenge is apply acquired skills to complete the work effectively and efficiently and third challenge is develop the

ability to perform and excel in the operations/processes wherever demanded.

We need to introspect and bridge the gap between the college to campus transition and to do that we can think on following

pitfalls which can be worked out. 1) Students attitude and lookout on education

2) Teachers exposure and corporate touch 3) Rigidity of educational system for job oriented curriculum and apt mechanism of quality control.

In order to meet the challenges, educational system should develop teaching learning and evaluation mechanism to try, test and

validate the needed performance from the students. Let us discuss these pitfalls as a challenge to respective stake holders.

Challenge for Students: Students should look towards education as a means of acquiring knowledge resulting in employment.

Education is imparting conceptual knowledge, Skill and ability to work in respective field. While learning student should put in his

efforts to understand the core concepts clearly and faculties should support in doing this. It is utmost important to have correlation in concept and applied practices. This will give improve ability of students to solve problems. Students lack in soft skills, skills of

"Dealing with people. A passive or an aggressive student cannot achieve success in the campus in comparison to an assertive student. While attending the campus, it has been a mindset of general students to impress the interviewers. But, in between their

preparation, they forget that “Education can be taught but not Culture”. Students have to develop life skills continuously over a period of time. WHO declared ten important areas of life skills ,where student should practice these skills to improve traits in group

dynamics and Teamwork to solve organizational problems effectively.

Challenge for teacher: In order to develop future managers, teachers should be well equipped to teach and learn. They also should learn, unlearn and relearn certain concepts as people, Processes and Technology are evolving day by day in

teaching learning systems. It is very essential for a teacher to have an eye which will understand variation in grasp of the student

and meet the requirements of university and corporate while developing capacity, capability and competence. In order to cope up this requirement teacher need to update and upgrade continuously .Case methods and case lets relating to subject should be taken

to clarify applications and situational problems .Educational systems should explore thinking capacity of the students. This will happen when project, assignments, cases are discussed in the class with different dimensions and aspects. In order to explore

thinking process teacher should be having a good command over students , subject and soft skills. Industry interaction with faculty

and faculty development programs can definitely develop required teaching traits in teaching community. Industry MOU /MOA, Participation of Industry expert and senior academicians as an Subject Matter Expert(SME)should contribute and prepare concrete

plan for upbringing teaching fraternity. Now about adapting new methods for teaching learning: Audio Visual technology can be used to promote innovative thinking in learning and explore student‟s thinking. Education being situation and time relevant needs

practical insight and hands on exposure should be given by every teacher in all subjects.



Challenge for educational system in delivering Quality :

At present about 53% of employed youth suffer from some degree of skill deprivation which makes them unemployable. According

to a recent FICCI –Cover survey on employment quotient in India, It was found that India Inc. is facing a severe shortage of manpower as the graduated that are out of our educational institutions are not up to the mark. The Education Employ-ability gap is

a condition in which the educational system cannot keep pace with the industry requirements and a gap is created between the two. This increases risks of unemployment as there are very few candidates who are considered employable this is discussed in

earlier paragraphs. Vocational training should be introduced to meet requirements of Industry. The problem is technology is

changing everyday but the syllabus cannot be changed considering the existing teaching, learning and evaluation system. Considering India, states and variance region based wants and need based requirements local university who can flexibly take

decisions for syllabus update, teacher training , curriculum designing, selection of students etc can be done quickly and effectively considering local needs. Small certificate courses linking their curriculum will add value to student portfolio. This will help increasing

employability. Following types of Higher Educational Institutions exists in India if we can integrate locally universities with

vocational boards then employability can be increased phenomenally.

1 Central Universities 2 State Universities

3 Private Universities 4 Institutions Deemed to be Universities

5 Institutions of National Importance,(By State Legislation)

6 Institutions of National Importance,(By Central Legislation) 7 Colleges and

8 Vocational boards

Certificate courses required can be conducted in collaboration with industry, vocational boards and Universities so that value added

and preferred employees will be available to industries and they will be in a position to start delivering what is required by industry on time, online and any time.

Vision of Total Quality education for 2020

What is quality? It is nothing but Operational excellence. And Operational excellence lies in doing the right things at the right time

for the right purpose with best practices. The quality of educational system starts with design of curriculum, start of teaching learning on time, best quality of selection of teachers , participative teaching learning process and thought provoking evaluation

process will lead to qualified ,cultured and employable student community. Integration of Industry and Academia will help to bridge the gap in college to campus changeover and vision of India superpower 2020 will really come true if we do this. Every vision must

have a result. Vision without result would be day dreaming, and result without vision would be a nightmare! And we don't want

those in higher education to fall in to any of those categories. Let us stimulate these things at academic and PMI level .This can be taken up as a project. We are strong believer of project by project process improvement. We as PMI professionals from industry

can definitely contribute in up bringing quality of education by participating academic activity and reaching new heights in Higher Education. Let us prepare creative and innovative role models now more than ever before for total quality in education.

Wishing Academic & PMI fraternity a good luck and Happy New Year 2012.

Dr.Abhay Kulkarni Director at IICMR-MBA-MCA Institute

Hiis other achievements include : Secretary of CMF-Physiotherapy college, PhD guide in Pune University , Six Sigma Master Black Belt, 5S and TPM coordinator . He has a PhD in Six Sigma at Symbiosis . He has 22 years industrial experience in MNC Maintenance and Quality and is also a Process Excellence trainer - A COEPian

Dr.Ashwini Kulkarni Director at IICMR-MBA-MCA Institute




Updates from PMI

Exciting New Ways to Earn PDUs with Communities of Practice

Are you looking for more ways to communicate value to the subscribers of your community of practice? Encourage their

engagement by sharing the recently expanded Professional Development Unit (PDU) categories. The chart below shows how

each community of practice activity applies towards PDUs.

Community of Practice Activity PDU Category and Rules

Attending a community of practice

webinar

Attending a community of practice

face to face event

Category A: courses offered by PMI‟s R.E.P.s or Chapters and Communities

PDU Rule: 1 hour of instruction related to project management, project risk,

project scheduling, or program management equals 1 PDU. PDUs may be

reported and claimed in 0.25, 0.50 and 0.75 increments.

Contributing to a wiki

Contributing to a discussion thread

Being mentored (applies to

communities that have this feature)

Category C: self-directed learning

PDU Rule: 1 PDU is awarded for every 1 hour spent in a self-directed learning

activity listed in this category.

Presenting on a community of

practice webinar

Presenting at a community of

practice event

Blogging

Writing an article (for a community

of practice newsletter or posting as

a shared document)

Category D: creating new project management knowledge

PDU Rule: Both the time required to prepare or create this knowledge and the

time to present it can be claimed for PDUs. The PDUs claimed in this category

county against the maximum of 45 PDUs (or, 20 PDUs for PMI-RMP and PMI-

SP) allowed for “Giving Back to the Profession” categories (Categories D, E, and

F).

Volunteering on Community Council

or Committee

Mentoring

Category E: volunteer service

PDU Rule: 1 PDU is awarded for 1 hour of volunteer (non-compensated)

service. To claim PDUs for service as an elected officer or appointed committee

member, individual must serve in the role for a minimum of 3 months.

To register an activity such as a webinar in the Continuing Certification Requirements System (CCRS)




As a member have you used the following :

Communities of Practice (COP) Agile Community of Practice Ethics in Project Management Community of Practice Global Diversity Community of Practice Leadership in PM Community of Practice

Organizational Project Management Community of Practice Project Risk Management Community of Practice Scheduling Community of Practice Troubled Projects Community of Practice

Aerospace and Defense Community of Practice Automation Systems Community of Practice

Construction Industry Community Of Practice Consulting Community of Practice Earned Value Management Community of Practice E-Business Community of Practice

Energy, Oil, Gas and Petrochemical Community of Practice Financial Services Industry Community of Practice Global Sustainability Community of Practice Government Community of Practice

Healthcare Community of Practice Human Resource Project Management Community of Practice Information Systems Community of Practice Innovation and New Product Development Community of Practice

International Development Community of Practice Learning Education and Development (LEAD) Community of Practice

New Practitioners Community of Practice Pharmaceutical Community of Practice PMI China Project Management Community of Practice PMI Entertainment Community Of Practice

PMI Legal Project Management Community of Practice Program Management Office Community of Practice Project Management Quality Community of Practice Project Management Marketing and Sales Community of Practice

Retail Community of Practice Service and Outsourcing Community of Practice

Transportation Community Of Practice Utility Industry Community of Practice

Project Leadership Podcast • Leadership Podcast each month for the

members of PMI Pune chapter

• Members would get PDUs by accessing the podcasts.

• Senior internationals experts present the podcasts.

• 24*7 accessible knowledge content



Feedback on the Newsletter

Please send your valuable feedback to Editorial Team to:

[email protected]

“ Our sincere thanks to all who have been providing us with regular feedback with regards to our publications“

Chapter News

Gyan Lahiri event in Pune Gyan Lahiri a full day session - On Leadership" for Abhinav School student was organized by Col Samuel Dhar and Harish Honwad.

Agile Workshop in Pune The next session is being planned

MS projects training in Pune The next session is being planned

Risk Management workshop in Pune The next session is being planned

NLP – Huna session in Pune Was conducted successfully by Vikas Dixit and team.

IOEF session was conducted in Pune Was conducted successfully by Jay Dholakia and team in PCMC area for SME‟s.

Atyaasaa - Awakening human excellence PMI – Pune Deccan India Chapter and Atyaasaa with joint partnership will offer their shared dream of “awakening human and business excellence” by launching several joint certification programs. Atyaasaa and the Chapter will jointly

certify the participant for Business Coach, Emotional Intelligence, Manager as a Boss programs conducted in the year.

OnTarget Convention – 2012

Theme: Social Relevance and Impact of Project Management Where at the global level, the synergies work to create a better agile world, the local organizers make it special by assisting local organizations, whether big, medium or small in adapting agile, the right way. Events 3rd Feb 2012 – Gyanlahari meet & International Student Leadership Day (ISLD) 11 Feb 2012 – National Seminar on NLP 18 Feb 2012 – OnCampus - Academic Track 25 Feb 2012 – OnTarget – International Convention

Value add services for chapter members

Chapter ties up with Talent Bricks to provide job search services to ALL chapter members FREE To start a CxO club where senior executives from corporates meet to discuss project , program , portfolio.

Contact our chapter office for more details on any of the programs





From PMI Headquarters Specific Chapter Events

Current PMI Standards/Program Products :

Use of Neuro-linguistic programming (NLP) for organizational effectiveness

NLP® (Neuro Linguistic Programming) is the art and technology of achieving personal, professional and

corporate excellence. NLP enables you to understand and change the way you think, feel and behave. It

helps you to choose what to do, and be what you want to be. It is a Methodology based on the fact that

behavior has a structure, and that structure can be modeled, learned, taught and changed i.e. re-

programmed.

Special features of these techniques are that they

Align thinking and behavior patterns to meet goals and objectives in a seamless manner.

Help to achieve a wide variety of outcomes such as motivation, creativity, emotional

management, new skill development, team synergy, health, belief change and more.

Acknowledge uniqueness of individuals and change behaviors in ways most appropriate to them.

Cause changes without stress. Within a relatively short period this person can start experiencing

personal power and euphoria.

Monthly Seminars conducted by the Pune-Deccan India Chapter

Note

Monthly seminars are FREE FOR ALL / NO Entry FEE; one does not have to be Pune - Deccan Chapter member to attend this seminar. All our seminars are on second Saturday of each month for everyone's information.

Practicing PMPs can earn 1 to 2 PDUs (Professional Development Units) by attending this seminar.

Non paid members may subscribe to On Target Newsletter by paying marginal amount of Rs. 100/- Annually. All payments must be paid in advance. Checks payable to: "PMI Pune-Deccan India Chapter", Payable at: Pune, India. You may bring the cheque on seminar day and handover to Sangeeta Zaparde (Finance Director) OR Omkar Gurjar (Marketing & Communications Director). Please write your Name, email ID & Date of Subscription backside of the check.

To subscribe to PMI Pune-Deccan India Chapter:

Visit http://finance.groups.yahoo.com/group/pmi-pune-chapter and click on - Join this group! Button.

Send an email to [email protected] with the following information: Name, Personal Email, Home Phone, Mobile No, Company Name, Work Email, Work Phone, Designation, PMI Member (paid membership fees), and Pune - Deccan Chapter Member (paid $10)?

Chapter website: www.pmipunechapter.org

Have You Renewed Your Membership?

Complete the membership application at: http://www.pmi.org/info/GMC_Memberships.asp

Ensure that you always update your membership information



http://www.pmipunechapter.org/

http://www.pmi.org/info/



About the PMI Exams

The course is aimed at facilitating the complete and comprehensive studies necessary for appearing for and clearing the Project Management Professional (PMP(r)) examination. The course brings in the complete detailed understanding of Project Management Body of Knowledge, *4th Edition-PMBOK(r)* while providing an opportunity of answering over 200 practice exam questions from recognized material. Although this course is designed and developed keeping in mind PMP(r) examination preparation, the discussions triggered and effectively facilitated by the facilitator leads to insight of many real life scenarios. The best way to get the 35 hrs training is register for the PMP training course conducted by PMI Pune-Deccan India Chapter itself. It is the most cost effective and training conducted by professionals from Industry working on live projects.Comparison between CAPM and PMP Certifications :

CAPM / PMP Certification Path:

1) Become PMI ($129 = $119 Membership Fee + $10 Application Fee) & Chapter Member ($10) Initial Certification Fee – non-member of PMI ($555.00) Initial Certification Fee – member of PMI in good standing ($405.00) As a new PMI member, you will pay $129.00 (made up of $119.00 PMI membership and $10.00 "New Member Application Fee"). You will also pay $10.00 to belong to a PMI Pune-Deccan India Chapter. Now, the PMP exam costs $555.00 if you are not a member and $405.00 if you are a member. The difference is $150.00 which right there covers your membership expense. So if you are member you are going to pay $405 for exam fee and $139 for becoming PMI & Chapter member it comes to total $544 as opposed to $555 for non members. Still you save $11. Now begin to factor in the free publications, discounts on courses, and books and so on for being a member. There is no question that being a member of PMI BEFORE you take the exam is all advantage and no



disadvantage. 2) Attend CAPM / PMP Preparatory Workshop of the Chapter. Being chapter member you will get Rs. 1000/- discount on the workshop. Workshop fee for non-members is Rs 14,000/- For Members it is Rs.

13,000/- 3) Fill Exam Form Online at www.pmi.org immediately after PMP Preparatory Workshop 4) Start self-study. It's recommended that do study at-least for 2 months. Every day study for min 2 hours. Read PMBOK & Rita Mulcahy's Book at-least 2-3 times. 5) You get eligibility letter from PMI within 6-8 weeks after filling the exam form. It's valid for 1 year. 6) Schedule exam online (you will get URL for the same in eligibility letter which you get from PMI), immediately after getting Eligibility Letter from PMI, you may not get date of same month or next month. 7) Give Exam and Pass with flying colors! Learning Objectives: The course will enable participants to – · Understand the complete picture of PMBOK(r) · Understand the 5 process groups and 9 knowledge areas as described in the PMBOK (r) · Understand inputs, outputs, tools & techniques essential for each of the Project management processes described in PMBOK(r) · Learn the effective approach to confidently appearing for the examination · Gain a solid confidence of undertaking the examination Knowledge Areas: Scope, Time, Cost, Quality, HR, Communication, Risk, Procurement & Integration Process Group: Initiating, Planning, Executing, Controlling, & Closing. Participants' profile: · Participants should have project management background or at least have worked in project environment. · The course demands clear focus and commitment from the participants to study and take up the examination. · Participants are expected to duly complete their class-work, homework, class assignments, etc. Participants would be benefited if they are the members of PMI(r). The membership can be obtained on www.pmi.org. The membership enables the participants to receive the PMBOK(r) free (soft copy)

In 2009-2010 year we have conducted 7 PMP training workshops & 151 professionals have participated in these workshops. In 2010-2011 year till date we have conducted 7 PMP training workshops & 105 professionals have participated in these workshops.

These include workshops that were arranged by chapter & open for professionals to participate & corporate training

Laugh a While

Why folks struggle in mathematics Click here to go back to Index



HOW TO RECRUIT

THE RIGHT PERSON

FOR THE JOB?

Put about 100 bricks in some particular order in a closed room with an open window. Then send 2 or 3 candidates in the room and close the door. Leave them alone and come back after 6 hours and then analyze the situation. If they are counting the bricks. Put them in the ACCOUNTS. If they are recounting them... Put them in AUDIT. If they have messed up the whole place with the bricks. Put them in QUALITY. If they are arranging the bricks in some strange order. Put them in PLANNING. If they are throwing the bricks at each other. Put them in OPERATIONS. If they are sleeping. Put them in SECURITY. If they have broken the bricks into pieces. Put them in MIS. If they are sitting idle. Put them in HR. If they say they have tried different combinations, yet not a brick has been moved. Put them in SALES. If they have already left for the day. Put them in MARKETING. If they are staring out of the window. Put them on STRATEGIC PLANNING. And then last but not least. If they are talking to each other and not a single brick has been moved. Congratulate them and put them in TOP MANAGEMENT.




Next PMP workshop by Pune Chapter - 2012

Register now. .....Limited Seats left

Hi PMP Aspirants,

PMI Pune Chapter is happy to announce its next PMP Training Program in Pune.

This course is aimed at facilitating the complete and comprehensive studies necessary for appearing for and clearing the Project Management Professional (PMP(r)) examination. The course brings in the complete detailed understanding of Project Management Body of Knowledge, 4th Edition - (PMBOK(r) while providing an opportunity of answering over 200 practice exam questions from recognized material.

Although this course is designed and developed keeping in mind PMP(r) examination preparation, the discussions triggered and effectively facilitated by the facilitator leads to insight of many real life scenarios.

Why learn from PMI Deccan India Pune Chapter?

1. Undisputed leaders of Project Management from PMI Deccan India Pune Chapter 2. Unique, efficient and effective way of learning 3. Renowned & knowledgeable Faculties with their multiple years of project & Program Management experience 4. Faculties who had trained 200+ PMPs with 90%+ success rate 5. Faculties are PMP certified & practicing PMPs since 2005 6. Structured course contents 7. Illustrative & lucid understanding of Project Management concepts, process & Knowledge areas

Learning Objectives

The course will enable participants to -

Understand the complete picture of PMBOK(r)

Understand the 5 process groups and 9 knowledge areas as described in the PMBOK (r)

Understand inputs, outputs, tools & techniques essential for each of the Project management processes described in PMBOK(r)

Learn the effective approach to confidently appearing for the examination

Gain a solid confidence of undertaking the examination

Knowledge Areas: Scope, Time, Cost, Quality, HR, Communication, Risk, Procurement & Integration

Process Group: Initiating, Planning, Executing, Controlling, & Closing.

Participants' Profile

Participants should have project management background or at least have worked in project environment.

The course demands clear focus and commitment from the participants to study and take up the examination.

Participants are expected to duly complete their class-work, homework, class assignments, etc.

Participants would be benefited if they are the members of PMI(r). The membership can be obtained on www.pmi.org. The membership enables the participants to receive the PMBOK(r) free (soft copy).

Kit for Participants

A scale down version of training slides used by the faculty

Questions & Answers on each knowledge area

Certificate of participation 35 hrs. PMP Examination needs participants to have undergone training programs of 35 hrs of training program. Candidates can claim this course for this pre-requisite.

Schedule

We have scheduled our next PMP Training Program in Pune as follows -

Dates - Two Weekends

Time - 8:00 am to 18:00 pm

Venue - A suitable venue (Hotel) will be finalized. We are still working on it & will be communicated to all.

Registration Process - Please send us following information.

Name:

Residence Address:

Residence Phone:



Cell Phone:

Business email ID:

Organization Name :

Organization Address :

PMI Membership No :

Also attach a scanned copy of your cheque toward payment. We will either collect a check or you can handover check to us on the first day of the training. Check should be drawn in favor of "PMI Pune-Deccan India Chapter".

Please contact our office for dates and registration details.

Executive | +91 9922909060

For registration: Please write to [email protected]; [email protected] with a CC to [email protected]

The payment has to be made in cash/cheque.

The course details can be found at: http://www.pmipunechapter.org/

Mr. Puneri Speaks

When is the last time you took a break

Below is a picture of two dolphins. If you can see both dolphins, your stress level is within the acceptable range. If you see anything other than two dolphins, your stress level is too high and you need to stay home and rest.








Membership Benefits Also Renew your membership today and avail the benefits!

Activities Paid Member Non-Paid Member

Monthly seminars for learning new tools, techniques, best practices and lessons learned from industry experts

Free Free

Project Leadership Podcast: 24*7 accessible knowledge content Free No

Quarterly Newsletter “OnTarget” containing project management information

Free Rate as applicable

Psychometric Assessments to identify self strengths & relationship with others

At discounted Rate Rate as applicable

PMP Preparatory workshop for obtaining requisite PDUs 35 for PMI Certification Programme

Discount of Rs.1000/-

Rate as applicable

NLP/Huna, Agile/Scrum, Emotional Intelligence or other workshops. At discounted Rate Rate as applicable

Special daylong “OnTarget” conference organized annually At discounted Rate Rate as applicable

Annual General Meeting (AGM) Welcome to attend Not Applicable

Elections for Chapter’s Board of Directors Can contest for election and/or vote

Not Applicable

Volunteer opportunities Yes Event Specific

Chapter office executive support and direct member support Yes Event Specific

Networking with other project management professionals through various member specific events.

Yes Event Specific

Get opportunities to listen to speakers on latest project management topics.

Yes Event Specific

Job assistance [Upcoming] Yes Not Applicable

Webinars [Upcoming] Yes Not Applicable

Special sections, Discussion forum, social media capabilities and content repository on Chapter’s website [Upcoming]

Extended access to forums and knowledge repositories

Limited access

PDU gaining opportunities by

Attending seminar

Delivering presentation in monthly seminar

Publishing an article in Chapter’s Newsletter

Yes Yes

GET CONNECTED LEARN MORE EXPAND YOUR NETWORK

Network with your Professionals

Membership at PMI - Pune Deccan India Chapter help you build connections with fellow professionals with variety of industries

When you join the PMI - Pune Deccan India Chapter of PMI, you will become part of PMI Global Organization comprised of more than

270,000 project professionals worldwide in over 185 countries. PMI USA is one of the largest body of professionals in the world

Make friends, Get Support – Share Ideas

When you join PMI Pune Deccan India Chapter, You will have many opportunities each month to exchange ideas and get support for the challenges you face on a daily basis.

You will meet your peers and managers from various companies at a variety of events each month to participate in networking meetings,

seminars, presentations and more!

Increase Your Reach and Enhance Your Abilities

You get recognition for your volunteering efforts and gain advantage for your organization by obtaining professional credentials, become

eligible for many awards and improve your reach to the PMI community.

You get opportunities for self-development through participation as a Volunteer, Mentor or BOD member in various forums set up by the

chapter.




Volunteering Opportunities….

Volunteers for Sponsorship Identify potential sponsors and build communication; Develop

sponsorship solicitation material - Emails, Flyers, Email alters etc; Interact and follow-up with potential sponsors, present the sponsorship benefits and finalize the collaboration; Invite the advertisements for chapter‟s website, newsletter and souvenir;

Volunteers for New programs / Initiatives / Alliances Interact with the organizations who would be potential partners

of PMI Pune Deccan India Chapter; Develop partnership benefits plan; Identify areas of collaborations and mutual benefits; Explore joint membership benefits; Support events of partner organizations and promote PMI - Pune Deccan India Chapter‟s events at the forums of partner organizations; Any other activity / task required for promoting PMI and PMI-Pune Deccan India Chapter in our own organization/s

Volunteers for Membership Development Prepare membership development plan including the enhancements to membership value proposition; Identify and plan the new initiatives; Interact with members to understand their expectations and apprehensions; Support the chapter‟s goal of membership growth and satisfaction; Handle membership related queries; Analyze the cause of attrition and contribute in membership retention

Volunteers for Outreach-Non IT Build contacts and promote PMI and PMI - Pune Deccan India Chapter‟s activities in various non-IT organizations and forums; Conduct corporate outreach presentations for various organizations/forums. Project the benefits provided by PMI for non-IT organizations; Promote the value of PMP and other certifications in various organizations; Promote chapter events / seminars / workshops / projects in various organizations and encourage chapter membership

Volunteers for Outreach-IT: Promote PMI and PMI - PMI - Pune Deccan India Chapter‟s activities in various IT organizations; Conduct corporate outreach presentations for various organizations with the help of volunteers; Promote professional development among various corporate sectors; Promote the value of PMP and other certifications in various organizations; Promote chapter events / seminars / workshops / projects in various organizations and encourage chapter membership

Volunteers for International Outreach Develop contacts with Board Members / Officers of Chapters of Washington DC; Toronto; Japan; Sri Lanka; Draft suitable MOUs for cooperation with the above Chapters; Interact with Board Members / Officers of the above Chapters on the MOU and understand their expectations from us and what they have to offer to our Chapter. Any other opportunity activity / task for promoting Our Chapter and increasing its outreach.

Volunteers for Academic Interface – IOEF Work with AI Director and New Initiative Director to setup the practice and core framework; Connect with Small and Large SME and Educational Institutes; Organize Forums and Workshops in the area of Innovation, Operational Excellence, Six Sigma Etc; Collate & maintain speaker‟s feedback; Encourage PMI members and associates to volunteer for PMI Pune Deccan India Chapter‟s

activities and initiatives; Follow-up and maintain the feedback

Volunteers for Academic Interface Outreach – Summer Project Connect with identified local / out of Pune educational institutes; Work on Mentorship model – for summer projects; Work closely with Manager – Academic Outreach Pune and Outside, to ensure “Mentoring” framework for summer projects; Connect with Corp. relationship team to enroll the “Mentors” from the industry who

can be “Guide” for few summer projects; Creation & Maintenance of Summer Project dashboard

Volunteers for Academic Interface Outreach Outstation Connect with identified out of Pune educational institutes; The areas included are - Sangali, Kolhapur, Nashik, Konkan and Goa; Organize Workshops specific to PBOK areas; Enroll student and faculty for CAPM workshops; Work on developing dedicated SPOC for each identified Educational institute; Support in enrolling students and faculties for Annual Event and large workshops; Work and support on train the trainer – Faculty development program; Provide help & arrange logistics for trainings conducted by PMI Pune Deccan India Chapter; Collate & maintain training feedback

Volunteers for Academic Interface Outreach Pune Connect with identified local educational institutes; Organize Workshops specific to PMBoK areas; Enroll student and faculty for CAPM workshops; Work on developing dedicated SPOC for each identified Educational institute; Support in enrolling students and faculties for Annual Event and large workshops; Work and support on train the trainer – Faculty development program; Provide help & arrange logistics for trainings conducted by PMI - Pune Deccan India chapter. Collate & maintain training feedback; Encourage PMI members and associates to volunteer for PMI Deccan India Chapter‟s activities and initiatives

Volunteers for Neuro Linguistic Programming (NLP) Events Promote NLP through all the PMI forums; Increase awareness of NLP in various organizations in Pune and outside; Coordinate NLP

workshops; Work with organizations to conduct corporate NLP trainings; Work with internal NLP group for NLP related events/workshops

Volunteers for PM Skills Development Encourage PMI members & associates to create a demand for CAPM, PMP, Risks & other trainings; Creation & Maintenance of

Training dashboard; Provide help & arrange logistics for trainings conducted by PMI Pune Deccan India Chapter; Collate & maintain training feedback Provide help to Development Director for chapter‟s Annual General Meeting (AGM)




PMI Pune Deccan India Chapter – Yahoo Group

Welcome to the FASTEST growing Chapter in Asia Region and now The Winner of 2007 PMI® Component Award for

Component of the Year (Chapter Category II) in the world.

We believe that for INDIA TO PROGRESS it has to implement PROJECTS Effectively. We need to adopt best global practices in the field of Project Management. The Chapter organizes seminars once in a month to facilitate knowledge sharing amongst project management

professionals. Working towards various workshops and events. Chapter also publishes Newsletter Quarterly.

We look forward to Sponsoring and Partnering with us to take the Chapter forward. Please feel to write to us at:

1) President: Girish Kelkar: [email protected]

2) Vice-President: Girish Kadam, PMP: [email protected] 3) For Advertisement/Communication: Marketing & Communications Director Rinoo Rajesh, PMP: [email protected]

4) For Corporate relations : Rahul Sudame, PMP: [email protected]

5) For Seminar/Events: Program Director: Himanshu Warudkar , PMP: [email protected] 6) For PMP/CAPM Certification: Development Director: Rajeev Joshi , PMP : [email protected]

7) For Academic Association/Partnership: Academic Interface Director: Jay Dholakia, PMP: [email protected] 8) For Finance Related: Treasurer / Finance Director: Sangita Zaparde, PMP: [email protected]

9) For Administrative Queries: Admin Director: Omkar Gujar , PMP : [email protected] 10) For International Outreach : Col. Samuel Dhar, PMP : [email protected]

11) For General Information Mail to : [email protected] or [email protected] 12) For New Initiatives Harish Honwad, PMP [email protected]

13) Corporate Relations/Sponsorship: Corporate Relations Director: Rahul Sudame, PMP : [email protected]

14) For Magazine feedback : Ronald N Naik, PMP: [email protected] 15) For Reporting website errors : Ronald N Naik , PMP/ Ganesh Watve, PMP: [email protected]

Please note this group will use only for communicating to the members about various events, meeting schedules... of the PMI Pune-

Deccan India Chapter.

As a member of this group you will receive periodic updates from "PMI Pune-Deccan India Chapter". But you will not be able to post messages to other members or use the yahoo group as a discussion forum.

We have created Database for Members Information, please go ahead and enter your information it's under Database-->Members_Info. 1. Name

2. Personal Email 3. Home Phone

4. Mobile No 5. Company Name

6. Work Email 7. Work Phone

8. Designation

9. PMI Member ? 10. Deccan Chapter Member ?

IMPORTANT: In order to "Sign In" you need yahoo id, otherwise you will see all links disabled. So if you have not used yahoo id for

subscription then send me your yahoo id so that I will add it in member list.

Group home page : http://finance.groups.yahoo.com/group/pmi-pune-chapter/

Group Email Addresses : Post message: [email protected]

Subscribe: [email protected] Unsubscribe: [email protected]

List owner: [email protected]

Thanks & Regards,

Rinoo Rajesh , PMP

Marketing & Communications Director PMI Pune-Deccan India Chapter

Email : [email protected]

















http://finance.groups.yahoo.com/group/pmi-pune-chapter/








Reach Key Professionals in Project Management by advertising in On Target

Type One Issue Four Issues (One Year)

Business Card/3 Line Classified Ad (2” h x 3.5”w) $30.00 / Rs. 1,500 $100.00 / Rs. 5,000

¼ Page (4.5”h x 3.5”w) $60.00 / Rs. 2,800 $210.00 / Rs. 9,500

½ Page (4.5”h x 7.25” w/9.25”h x 3.5”w) $80.00 / Rs. 3,500 $280.00 / Rs. 12,500

Full Page (9.5”h x 7.25w) $150.00 / Rs. 6,400 $550.00 / Rs. 24,000

For more details on Advertisements / Sponsorship:

Write to our Marketing & Communications Director, Rinoo Rajesh [email protected]

Request

1. Kindly inform us incase of change in your e-mail, mobile no & address.

2. Non registered PMI Pune-Deccan India members, in order to be in touch with up-to-date happenings & real life experience in Project Management, subscribe to On Target Newsletter by paying marginal amount of Rs. 100/- Annually. All payments must be paid in advance. Cheques payable to: “PMI Pune-Deccan India Chapter”, Payable at: Pune, India. Can be mailed to: Customer Care Representative of Pune Deccan India Chapter office at 15, Sthairya Society, Near Nav Sahyadri Post Office, Behind Tol Hospital, Karvenagar, Pune, Maharashtra, India, Pin- 411052, Telephone : +91-9922909060.. Please write your Name, email ID & Date of Subscription on the reverse of the check. You can contact by email to: [email protected] or [email protected]

3. Request registered members not to share this Newsletter in public to protect privacy and avoid piracy.

If you have any suggestions for the Newsletter, please send it to [email protected]

PMI Pune-Deccan India Chapter’s On Target Quarterly Newsletter

The Marketing & Communications Director, PMI Pune-Deccan India Chapter, as a benefit to its membership, publishes "On Target" Quarterly Newsletter and is not responsible for unsolicited / copyright material. Views expressed in the Articles are that of Individuals and in no way express views of the Chapter / Editorial Board. PMI Pune-Deccan India Chapter does not endorse or recommend specific products, vendors, or services that advertise. Editorial Board reserves the rights to edit submissions for clarity & style.

Editorial Team

Ronald N Naik PMP® Rahul Sudame PMP®

For further information or to inquire about advertising / sponsorship : [email protected]

Our Web Site : www.pmipunechapter.org

Our Yahoo Group : http://finance.groups.yahoo.com/group/pmi-pune-chapter

Copyrights & Trademarks

© 2012 Project Management Institute, Pune-Deccan India Chapter, All rights reserved.

“PMI” and PMI Logo are service and trademarks registered in the US and other nations; “PMP” and the PMP logo are certification marks registered in the US and other nations.








http://finance.groups.yahoo.com/group/pmi-pune-chapter

pmi pune-deccan india chapter on target...

Documents