EEddiittoorr’’ss NNoottee CONTENTS Essence J… · Influence and the Scrum Team - Ajay Kabra...

Volume - 5 - Issue 10

January

2018

Chapter News

- Capt. L. N. Prasad

Influence and the Scrum

Team

- Ajay Kabra

The Expert's Dilemma

- Peter de Jager

6 Things to keep in Mind

while . . .

- Sanjivani Iyer

Re-imagining Project

Management . . .

- Prakash Hegde

PM Member's Corner

- Muktesh Murthy

The Lighter Side of PM

- Rajiv

CONTENTS

Q. This term is used for

activities of managing

benefits throughout the life

of the project and ensure

that benefits are derived

from Project Outputs.

DID YOU

KNOW

Editor’s NoteEditor’s NoteDear Readers,

Wish you All Very Happy New Year !!

New Year comes with a season of

resolutions where some of the

resolutions fade away the very first

day and some are backed with commitment and

continues for a long run. Self-resolutions with

commitment are not less than a project for which

you need to develop a fusion or

hybrid of both predictive and

adaptive approaches. The

outcomes and results are

something which keeps the

resolutions alive.

For professionals like us, the resolution of

investing on self-development is out most

important. In our work life, we get so buried under

project deadlines and office work that self is the

last thing we focus on. Acquiring credentials and

certifications is one such long pending bit many of

us plan for and don't get it. This new year 2018,

can be an excuse to take a resolution to work for

self. Professionals who are planning for

certifications in the field of Project Management

can be ensured of its ROI already because

according to PMI's Project Management Job

Growth and Talent Gap report, 22 million new

project-oriented jobs will be created between

2017 and 2027.

By 2027, 87.7 million professionals will be

working in Project Management role out of which

22.2 million will be newly filled. India alone is

going to contribute 0.7 million of it. Exciting times

are in store when India is going to be one of the 5

hot spots countries for Project Management

opportunities.

Another interesting bit about the report is certified

PMPs are surveyed to earn 23% more than non-

certified professional. Thinking logically in an

outcome oriented approach, ROI is definitely

convincing and lucrative. Value driven industry

today will not sound convinced without such data

points. After all agile way of evaluating the

outcomes is in the blood today. That's the reason

even PMBOK® Guide to Project Management

Body of knowledge has released its sixth edition

focusing on agile approaches in Project

Management.

Commitment driven resolutions and self-drive to

take it forward is only mantra. Tomorrow or later

are the words of yester years. Dynamic market of

today will not give you any special opportunity to

take out time for personal aspiration. Its you who

have to plan and take your time out for it.

Let's all of us do a resolution (if not done yet) to

invest both time and money on self. This doesn't

only call for professional self-development but

personal as well. Investing/spending time and

money on self in terms of good health, work life

balance, professional development and doing at

least one thing we are passionate about in 2018.

Simple trick to do so is, write chit/s of your

resolution and put it in a jar. Take out the chit

when the resolution is completed. Keep the jar in

front of you unless it become empty. Do small bits

daily to realize your resolution and stop only when

you see your jar empty.

Hope to see all the jars empty as early as possible

in 2018 !!!

Thanks and Best Wishes

Tanish Mathur, PMP, PMI-ACP

[email protected]

Editorial Content Credit :

Namita Gupta, PMP, PMI-ACP

- Capt. L. N. Prasad

PM Footprints: During the month two PM Footprints

session were held.

thOn 7 December 2017,

Mr. Athar Sayyad, Project

Manager ATKINS, spoke on

the topic “Project

Management Competency

Development Frame work”.

Continued on Page 7...

Chapter News

stOn 21 December 2017,

Mr. Nagaraja Gundappa, Chief

Consultant ACE a software

Delivery Training and consulting

firm, spoke on the Topic “Advanced

requirement practices for Agile and

Traditional Projects”. Both the talks

were well attended and received.

New Year Greetings: The President, Secretary and the Members of

the Chapter Board Wishes all the Members “Happy New Year and

Seasons Greetings” for the year 2018.

Volume - 5 - Issue 10 January 2018

2 Page

•

•

•

•

Possibilities (not locking yourself to a

single approach or solution, but

negotiating around a range of

possibilities, create a sense of joint

decision-making process)

Preference (by explaining your

thoughts and ideas, you seek to get

agreement on specific action that

should be taken)

Proposals (skills of persuasion

required, appealing to both logic and

emotions, showing at times

assertiveness in stating what you

want and to build the proposal

collaboratively)

Proactivity (leading the other person /

party to act and getting commitment

to proactive positive action)

Let's now talk about Scrum teams and

the three key roles each team has –

Development Team, Scrum Master and

Product Owner. Each of the roles has an

element of leadership and the very nature

of roles bring in a flavor different from

other roles. The strategy of Influencing is

necessary to have a conclusive outcome.

For example, the Product Owner (PO)

would be required to influence the

stakeholders or business users on which

Product Backlog Item (PBI) will be

prioritized and what business value it

would bring compared to the other items

in the backlog. On the other hand, the PO

would also be required to influence the

development team on adopting his / her

strategy or agree on the order of

development. The development team in

turn would have to influence the PO on

why a particular item should not be

prioritized for the current sprint (could be

due to technical issues, or dependencies

with other PBIs, or dependencies with

other Scrum teams). Development team

should also think about influencing the

Scrum Master (SM) to help understand

which components require more urgent

attention of theirs, or how a process

should be adopted based on the team's

requirements.

The Influencing skill comes to the fore

when the development team estimates

the PBIs; at this stage, the entire team is

required to estimate and come to a

consensus or a common ground that

nobody is opposing, though it may not be

their 1st choice.

The SM has the biggest role to play in

terms of influencing the PO, development

team, stakeholders, sponsors, business

owners (as and when required). The SM

must influence the PO and emphasize the

maximization of ROI from the

development team, or influence the

development team on an approach, idea

or a new concept to be introduced.

At times, due to business exigencies, the

PO may be required to change a PBI item

in the middle of the current sprint (going

against the Agile principles and values).

This is also the place where logical

discussions (with the development team)

take place and influence is required to

sell the concept of why a particular PBI is

more important and how would it hurt

the business if it's not not done in the

current sprint. Sometimes, during sprint

planning meeting, when the development

team has a little bit of spare capacity, it

needs to influence the PO to not push for

more PBIs but allow them to focus on

technical excellence, or reduce the

technical debt, or refactor the code /

design, or spend a few available hours to

learn a new feature, or experiment on

something that can be of larger use to

the system and project later.

What power cannot achieve, influence

can. It is a democratic tool that should be

used instead of power, showing the

influencer's ability to motivate people to

act according to converge to a mutually

accepted decision most beneficial to the

project or the organization.

There is no dearth of ideas or situations

where influence as a theory can be

applied to get the desired results for the

success of the project. Finally; a word of

caution: Influencing comes with a theory

of adaptability. As we say in Agile …

Inspect and Adapt.

Scrum development is a structured and

an interactive methodology. The peer to

peer roles are of equal standing. The

success is in gaining consensus by

influencing other team members.

Influencing people is essential in life.

More so in a project or an organization or

a relationship. At all times your position

does not automatically lend itself to make

people do things your way. Influence can

subtly help in achieving this objective.

These skills have to be developed over

time.

How can you influence different and

diverse set of stakeholders? There is no

single standard approach or technique.

Even with the same stakeholder the

techniques would be different for different

situations. It is a tactical game, more

situational than person oriented.

Experience is built by reviewing the

outcome of previous situations to become

a more influential leader and a more

powerful contributor to your

organization's on-going success.

Influence has more de-facto power than

formal position.

Influencing as a strategy would work

when you start to identify your own

personal value and that of others; it is a

dynamic process, highly dependent on

situational factors. In addition, to be a

successful influencer, you will need to

understand human psychology, social

psychology and dynamics of organisation

politics, technical competencies are just

not enough. It is important to note that

you cannot influence what you do not

understand.

From my experience the following steps

have helped me develop this skill

Preparation (intelligence gathering,

mental preparation)

Pleasantries (rapport building and

management of impressions)

Position (reaching a collective

understanding of the current

situation)

Problems (coming to an agreement

about the issues associated and build

a case around it)

•

•

•

•

PM Article- Ajay Kabra

Influence and the Scrum Team


them to use what I've built? I wish I

could say that those thoughts never

belonged to me, but instead all I can

offer is that I grew up and grew a tad

wiser.

Technically there's usually a

right way and a wrong way to solve a

problem. It took me far too long to

recognize that technical considerations

are not the only important aspects when

solving a problem. Business

considerations, usability issues, cost

factors and even aesthetics are all

equally, if not more, important. As a

techie I always had all the answers, even

when I was ignoring the questions.

I've my own way of learning.

When approaching a new technology I'll

skim the manual to find out “what can be

done”, and pay no attention to “how to do

it”. My memory is (was? Sadly I'm older

now) good enough to lead me back to the

exact page necessary when I needed to

do something. I absorbed the broad

brush strokes of technological concepts

and ideas. I expected everyone to learn

the same way I did. I allowed no

deviation from what worked for me and

puzzled over why this frustrated my

clients and why their knowledge wasn't

advancing.

I worked hard to upgrade a

user's system to the latest version of

their primary application. It increased

their capability ten-fold. I expected

gratitude from them for making their

lives easier! What do I get? Complaints

and whining! Discontent with this and

that! Don't they appreciate what I'm

doing for them? It took me a long time to

appreciate their point of view that I

hadn't done anything “for” them, but I'd

done a lot “to” them. For starters, I'd

taken away their status quo, their

competence, usually without asking their

permission. The result? Totally

unnecessary resistance to change

brought about more by my attitude than

by the technology.

Infallible:

Inflexible:

Infuriated:

Knowing the solution to a problem before

others are even aware that something is

'wrong' is deemed by some as concrete

proof of their elevated expertise. Fair

enough. Unfortunately from everyone

else's perspective, those solutions -

seemingly disconnected from the issue at

hand - lack credibility and are deemed

unconvincing.

Ironically, just as everyone else is totally

unaware of the original problem – never

mind the solution - the expert is blissfully

unware that no-one else has any clue

what they're talking about.

This disconnect in awareness is both

problematic and teeth grindingly

frustrating to the expert; who is only

trying to create positive Change by

solving an existing problem. The expert

(I speak from the experience of being a

card carrying geek/nerd in my younger

days) knows they are right and if others

would only listen to what they have to

say? Then we could quickly solve a

problem.

This miscommunication between those

who are aware of a solution and those

who are unaware of the problem is one of

the root causes for failed Change

initiatives.

The Change Management problems we

encounter aren't directly generated by

this knowledge gap, but by how the

experts chose to address this inequity of

understanding.

Based on my own growth towards

understanding this thing called “Change

Management” here are some of the

mistakes I've made and the lessons I've

learned over three decades in the IT

industry, and since I've used 'I' a lot… I'll

continue the trend.

Sadly, I wasn't always aware

the gap existed. I assumed that everyone

I spoke to understood the problem as

well as I did. I don't notice when the

person I was talking to stopped listening

and or their eyes glazed over. I was

Ignorant:

totally oblivious to the lack of

communication taking place.

Listen to those who 'know',

talk about those who don't, regardless of

the area of knowledge – Technology,

computers are two good examples.

Admittedly some of it is hilarious -- I'd be

disingenuous to claim otherwise.

Appreciating slapstick humor is a human

quirk and beating ourselves up because

we laugh at banana peel jokes is

pointless. We Laugh. Get over it. As long

as my humour remained a private vice I

was okay, but when I allowed it to

negatively affect my client relationships

then I deserved to fail.

When I did become aware of

the gap, I didn't pay it the respect it

deserved. I figured that if the listener just

tried harder, or if I spoke louder and

slower, that they'd get it. Needless to say

this was the wrong approach. I failed and

my clients were increasingly frustrated.

After I became aware of the

gap, I still considered it to be their

problem, not mine. My belief was that I

was paid to implement solutions to

problems, not to get others to embrace

my solutions. I never realized that the

solution to the miscommunication

problem was mine to seize, at the time I

was young and naive. I'm older now.

Life would be so much easier

if I didn't have to wait for others to catch

up! Why can't everyone understand this

as well and as quickly as I do? Why do I

have to wait while they learn? Or worse

yet, why do I have to be the one to teach

Incivility:

Irreverent:

Indifferent:

Intolerant:

PM Article

- Peter de Jager


The Expert's Dilemma


detailed analysis of a past event, or an

evaluation of the release quality of a

product? The expectations differ for each

of these scenarios. For example, during

an overview of a new initiative, the

Executive may want to know what drives

this initiative, why is it needed, what is

the investment required, what is the

expected return on investment or the

break-even point, etc.

While reviewing a detailed analysis of a

past event, the Executive may want to

know what were the causes of a certain

outcome, what could have been done

better, what corrective actions can be

taken in future, are the learnings

documented so that the same errors do

not recur.

While evaluating the release quality of a

product, the Executive may want to know

about the product quality, scalability,

open issues that may impact customers,

risks to meeting deadlines or

commitments, risk mitigation plans, and

so on.

Unless you align your data with the

Executive's expectations, even the best of

your presentations will fail to create the

desired impact.

Executive meetings invariably have a

theme or agenda. The theme/agenda

should drive the presentation content.

Everything that you present to an

Executive should enable decision-making.

Gather all the relevant data and distil the

most important facts to help the

executive make a decision.

For a consulting or professional services

organization, utilization, productivity and

billability will be the top most metric. For

Provide information that helps

make decisions

every resource, they would look at the

utilization versus the fully-burdened cost.

For an R&D organization, the same metric

may be construed as capacity versus

load. It may also be measured as

investment per resource versus the

business value generated per release.

You, as a presenter, should align your

data based on your organization's overall

goals. Keep your executive's priorities in

mind while creating the slides and the

talking points.

Sometimes, despite knowing the

agenda/theme, you may not know the

expectations of the executive audience.

In such cases, you can get the context

right from the organizers or senior level

leaders from the executive's staff.

Some Executives may be data-driven.

Some others may prefer live

demonstrations. You should identify the

preference and tailor your presentation

accordingly. Apply the 5/5/5 rule when

creating slide decks. No slide should have

more than 5 points. No point should have

more than 5 words. Finally, no more than

5 text-heavy slides should be shown in a

row.

For a data-driven executive, you may

show slides with readable graphs. You

also need to keep the background

numbers and supporting data handy to

answer queries, if any. If the executive

prefers demonstrations, you may pre-

record the workflow and play it during

the meeting. At all times, you should

ensure that the data of executive interest

is covered well.

Many a times, what you want to say is

quite different from what you actually

say. Executives appreciate clarity of

thought and good articulation. Write

down your talking points for every slide

and get them reviewed. Some important

points to consider are:

Is your slide complementing your

talking points?

Present data to create an impact

Articulate well

•

Visualize this scene in the quarterly

business unit review of a software house.

Over 50 people across time zones are on

a call. The first speaker - the R&D

Director - begins to present his slides.

Within the first 30 seconds, the Senior

Vice President (SVP) interrupts him and

asks some key questions. The Director

answers some of them well but fumbles

on some others. What the SVP wants to

know is covered in bits in later slides.

Then the next speaker starts with a data

loaded presentation. She is unable to go

past her first slide. The SVP asks

numerous questions that completely

derail her flow.

By now, the other presenters start getting

jittery. They know what is in store for

them – a similar fate or even worse. The

marathon review ends after two hours.

Every speaker comes out with mixed

feelings. Some people are embarrassed,

while some others are puzzled.

What went wrong? There was obviously a

huge disconnect between what people

were presenting and what the executive

wanted to know.

Does this sound familiar? At some point

in time, we all would have witnessed such

a scene. What does it take to make a

successful presentation to the

Executives? Let us call it the PEx

(Presentation to Executives) quotient -

PExQ. Here are some building blocks of

the PExQ.

Time is precious. Executive time is even

more precious. You, as a presenter, must

consider why an Executive sits through

the session. Put the important

information first. The first few sentences

should cover the gist of your

presentation. This will set the context and

enable the Executives to decide what's in

it for them.

You have to figure out what is expected

from the presentation. Are you presenting

an overview of a new initiative, or a

What's in it for the Executive

Gauge the Executive-level

expectations

4 Page

PM Article

- Sanjivani Iyer

6 Things to keep in Mind whilePresentating Information to Executives



PM ArticleRe-imagining Project Managementfor Technology Based Businesses

in the New Era- Prakash Hegde

new age business realities, through a set

of operating paradigms:

With Agile methods being the de-facto

delivery models in order to deliver

functionalities at speed, time boxed

commitments have become the order of

play. From allocation of resources and

doing resource loading to arrive at the

timelines for delivery, Project Managers

now need to figure out an optimum

capacity planning model to deliver a set

of functionalities in a customer required

timeframe.

Forward mile stone based planning may

no longer be relevant. Backward planning

from a pre-determined end date is

becoming the norm. Associated tradeoffs

need to be managed with an non

negotiable end date.

Customer requirements and priorities

change rapidly. Ability to make sense of

uncertainty and put in risk controls that

will mitigate the risk of the unknown and

yet not impede agility is a balancing act

that Project Managers are being called

upon to practice. Project Managers need

to perform Quantitative risk modelling

with what- if scenarios and this will be

more important than traditional

qualitative risk models.

In order to differentiate, it is important to

go beyond contractual “deliverables” to

understand and create and deliver Value

differentiators. Delivering customer

focused innovations will go a long way in

enhancing customer experiences and

loyalty. Project Managers need to figure

out a way to understand and practice

value delivery while maintaining hygiene

on deliverables.

1. Re-imagine the Project Triangle

(the tale of the inverted pyramid)

2. Time to Value OVER Value to Time

3. Dealing with Unknown-Unknowns

4. Delivering Value , not just

traditional “deliverables”

The changing Business context: a

Preamble

In the new industrial revolution fuelled by

an explosion of digital technologies, the

traditional business models are

undergoing a change. Businesses are

discovering newer ways to seek, engage

and retain customers, deliver value and

monetize their core competencies.

“VUCA” is the term used to characterize

the business environment in current

times:

• V-Volatility : The nature and speed of

changes is high.

• U-Uncertainty: the lack of

predictability, high elements of

surprise.

• C- Complexity: multiplicity of issues,

lack of linear cause-effect

relationships.

• A-Ambiguity: inability to decipher

what is “real”, what direction

technology/business may take.

The advent of digital technologies has

changed the playing field and rules of the

game for industry:

• Traditional large businesses now find

competition from smaller start ups.

• Traditional large businesses now find

competition from players from a

different industry (Google making

cars, Uber disrupting the

transportation business, Amazon

building data centers , Reliance in

telecom etc).

• Heightened consumer awareness and

participation means consumer is

calling the shots on “requirements”.

• Consumer participation on social

platforms means real time “likes” and

“feedback” and “complaints”.

• Increasing choices means customers

are calling the shots on prices and

value.

• Customers are getting impatient with

timelines and they need everything

delivered “now”.

The question then really is about:

• What are the implications on Project

Management?

• How do we align Project Management

practices to continue to be relevant to

the evolving times?

• Is it time to re-imagine the Project

Management models?

Let us explore how the traditional Project

Management practices might need to be

re-visited to align them better with the

Implications on Project Management

Re-imagining Project Management

practices

Project Managers need

to perform Quantitative

risk modelling with

what - if scenarios and

this will be more

important than

traditional qualitative

risk models.


6 Page


5. Estimation as a practice versus estimation as an art

6. Planning the communication vs just Communicating

7. Quality Assurance and Control to “Prevention”

8. Procurement Management to Managing the ecosystem of

partners

9. Monitoring and Control to Demonstrating and

Integrating feedback

Traditional estimation practices were done at a project level and

were built on reasonably know requirements; re-estimation was

encouraged at every change in requirement or when requirements

were elaborated. Focus is now to do “just enough estimation” to

get execution going; and do rapid changes as new information

comes in. Learning from immediate experiences and weaving back

the feed into estimation and continuous re-negotiation with

stakeholders is becoming the name of the game. Project

Managers need to be skilled in the art of rapid re-estimation and

negotiations.

Rigid communication plans of the past may be passe'. With a

plethora of collaborative platforms available, communication can

be done real-time on multiple platforms. Project Managers will

need to keep the stakeholders engaged with real time

information updates using the mediums at their disposal.

Quality now needs to be “built in”; so predictive models that help

focus on prevention are becoming more useful than reactive,

discovery based reviews and inspections.

Focus and time may now need to shift from evaluation, selection,

monitoring to enabling and engaging the partner ecosystem to

drive value for customers.

Traditional time based monitoring and control may need to give

way to actual and frequent demonstration of products/services,

obtaining feedback and making rapid course corrections. High

degree of customer engagement in the delivery process and

continuous feedback enabled through automation, may be the key

to keep the project on track.

With a large number of nextgen, digitally born workforce entering

into organizations, Project Managers may need to focus less on

managing and control and more on enabling, sharing and

mentoring people in order to unleash potential for project and

organizational impact.

The days of laborious mpp based planning may be over. The

critical success factor could be the ability of Project Managers to

respond to daily changing plans and align and manage resources

and execution to meet ever changing customer expectations.

These are interesting times in Project Management. Project

Managers that pick up the above nuances and build and enhance

competencies accordingly stand to make huge impacts to

business; for those who don't, their future may become “VUCA”.

“There are people who make things happen, there are people who

watch things happen, and there are people who wonder what

happened – Jim Lovell.”

10. Human resource management to Human resource

enablement

11. Executing to Plan vs Executing to changes in Plan

In summary:

Re-imagining Project Management ... continued from Page 5

DID YOU

KNOWA. of managing benefits throughout the life of the project: Identify,

Execute, and Sustain. Successful BRM consists of 3 main areas i.e.

• Identify benefits: to determine whether projects, programs, and

portfolios can produce the intended business results.

• Execute benefits management: to minimize risks to future benefits

and maximize the opportunity to gain additional benefits.

• Sustain benefits realization: to ensure that whatever the project or

program produces continues to create value (post implementation).

Often times projects that are termed successful using traditional

measures of success (i.e. scope, time, cost, quality etc.), fail to deliver

the benefits for which they were undertaken. Very few organizations

monitor and measure the benefits that projects and programs deliver.

The success of a project or program lies in achieving the intended

benefits (benefits realization).

[

Benefits realization management or BRM incorporates the activities

Source - Internet]

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E&C PM Footprints: The Footprints session of the E&C forum

thwas held on 16 December

2017.

Mr. Vijay K Paul, COO, NetServ

Technologies and Immediate

Past President PMI Bangalore

India Chapter, spoke on the

topic “Conflict Management

Competency for PM's

Effectiveness”.

The second speaker for the day

was Mr. Nagesh Ramamurthy,

Project Management

Professional. He spoke on the

topic “Meetings Matter”. Both

the talks were well attended

and received

Training classes

th th th thwere held on 09 , 10 , 16 and 17 December 2017.

PMP QUEST:

Chapter News ... continued from Page 1

problems, and there's no ready

manual to read, but they're not

impossible to solve. It just takes

intelligence, patience and a desire

to solve difficult problems. Things

we pride ourselves on quite often.

Incompetent: Finally I became, not

only aware of the gap, but I

recognized that as the person who

arrived at the solution, I was also

the person best positioned to get

people to embrace it. There was

one small problem. I had no clue

how to get people to move willingly

from an old way of doing things, to

a new, improved and better way.

That's when my job became

Interesting.

© 2016 Peter de Jager – If you'd

like to view a presentation on this

topic? Head to:

https://vimeo.com/110568639

You can discuss this concept with

Peter at [email protected]

Impatient:

Insufferable:

Irrational:

“But it's just common

sense!” the naïve techie cries in

frustration as a user fails to get

what the techie considers so

obvious that it defies teaching.

That naïve techie was myself. I'd

forgot that it takes time to learn

something. My assumption was

that this was easy for everyone. It

wasn't, and still isn't. Pushing

them only caused them to push

back. I was creating my own

problems because of incorrect

assumptions.

Pretty much sums

up how our users see experts.

Given some of the sins listed here,

who can blame them?

Change is difficult. It

can't be managed. Users will never

understand what we're trying to

do, so why bother trying? These

are the perspectives of a technical

problem solver who's given up on

common sense. It's a short

sighted, career limiting vision.

Granted, people problems are far

more difficult than technical

The Expert's Dilemma ... continued from Page 3 6 Things to keep in Mind ... continued from Page 4

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•

Speak clearly and at a moderate pace

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•

•

•

Are there any contradictions or errors?

Can another person understand your presentation

in the same way as you intend?

Pace can be a major hindrance in communication

especially when the Executive meetings happen over

a call or Skype. In a Skype meetings, there may be

attendees from multiple locations, cultures and time

zones. You have to sustain the attention of your

Executive audience using your voice alone. You can

make the maximum impact if you understand good

voice techniques. Some key techniques are given

below:

Speak at a pitch that is slightly lower than your

normal one.

Speak slightly slower than usual.

Modulate your voice and pause at the right time.

Rehearse your presentation in front of a mirror.

You can also record yourself (audio or video) to

evaluate your own performance.

Presentation skills only get better with practice. Lap

up every opportunity to present to Executives and see

your PExQ grow.

Happy presenting!

You can send your contributions / Articles / queries to :

or

Please note that you do not need to be a PMI or

Chapter member to contribute articles for

PM Essence and participate in Chapter events.

[email protected]

[email protected]


PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bengaluru - 560 027, Karnataka, India

[email protected] +91 80 6583 3671, +91 80 2211 5772, +91 98868 14078http://www.pmibangalorechapter.org

ValueWorks; [email protected]

PM Essence

Disclaimer

“The mission of PM Essence is to facilitate the exchange of information among professionals in the field of

project and program management, provide them with practical tools and techniques, and serve as a

forum for discussion of emerging trends and issues in project management. PM Essence is YOUR

Newsletter and Bangalore Chapter welcomes story ideas and/or suggestions to make it still better. More

information can be found on the Chapter's website.”

All articles in PM Essence are the views of the authors and not necessarily those of PMI or PMI Bangalore

India Chapter. Unless otherwise specified, it is assumed that the senders have done due diligence in

getting necessary copyright and official clearance in respect of all letters and articles sent to PM Essence

for publication. PMI Bangalore India Chapter is not responsible for loss, damage, or any other injury to

unsolicited manuscripts or other material.

Technology Support : Ramesh Chandra Pathak, PMP

For any queries or suggestions, please write to Muktesh Murthy, VP Membership, PMI Bangalore India Chapter at [email protected]

Pre-recorded webinars to claim PDUs, http://www.tidalshift.ca/pdu-webinars/

8 Page

PM Member’s Corner

We welcome all new

members and thank

members who have

r e n e w e d t h e i r

m e m b e r s h i p i n

December 2017.

Appended is the list of

a few FREE web-

b a s e d s e m i n a r s

( w e b i n a r s ) f o r

January 2018, we

have shared same list

to your registered

email; this is a good

opportunity to earn

PDUs to maintain

your credentials.

The Lighter Side of PM

Retention

60.00%

40.00%

20.00%

0.00%

01/01/2017

01/01/2016 01/01/2018

04/01/2018

Chapter Events

Chapter Events in Feb. 2018:

24

SAT

17 18 24 25SAT SUN SAT SUN

1

17

15

THU

SAT

THUPM Footprints

E & C

Footprints

Membership Count

2,000

1,500

1,000

500

0

2,500

01/01/2016 01/01/201804/01/201801/01/2017

3,000

PMI Bangalore India Chapter - Member's Speak

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After I decided to write PMP Certification, I joined PMI Bangalore Chapter, as I can get

required support here - Mr. Peyush Agrawal, Program Manager, Wipro

PMI will provide me networking opportunities, hence I joined to explore opportunities.

Ms. Sannide Joshi, Project Manager, AECOM

I need to complete my PMP Certification, PMI Bangalore chapter is one of the best option to

get support - Curie Kumar, Lead Program Manager, Harman

Best learning opportunities are available here for Project Managers in PM domain. We can

connect with Peers, network to learn and grow - Mz. Vinolin Praveen, Program Manager, Shell

I Need to complete my PMP Certification. Joined PMI to complete PMP certification with their

inputs, support - Mrs. Pallavi Raj, Technical Product Manager, Ericson

I am part of PMI Bangalore chapter to get timely help in completing my PMP Certification

Mrs. Arundhati Ravi, Manager, Syngene (Biocon)

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