PM Essence Feb 2016 - PMI Bangalore Chapter · 2017. 8. 17. · Lessons Learned in Project...

Thanks and Best Wishes

Soumen De, PMP

[email protected]

Editor’s NoteEditor’s NoteDear Friends,

Greetings from PMI Bangalore India Chapter!

Many of Project/ Product Managers like us nurture the dream of starting something on

our own, where we can plough back the business, technical and financial knowledge

acquired by us during the course of our career. The dream to break free from working

in some 'other' company to setup a “Startup” of our own and steer it in a way we would like, can

provide a great sense of pride for us. To be in control of our Startup, that produces the desired business

results, by delivering 'value' to our customers and stakeholders, can soak us with a strong sense of

fulfilment. If you are the one who want to live this dream, then it must be your moment of cheer. On thJanuary 16 2016, our Honorable Prime Minister Narendra Modi kicked off the ambitious “Startup

India” initiative to boost Digital Entrepreneurship at the grassroots level. He spelt out the various

salient features of the initiative on that day.

During his announcement, he said there will be income tax exemption to Startups for the initial years.

He also promised faster patent registrations and quicker exits for companies. Norms will be relaxed

for public procurement of Startups. No economy like ours can grow without domestic private

investment. Recovery is possible in 2016 if stalled private corporate investment can be restarted - by

way of growth in public investment and private consumption. Startup India can potentially be the

catalyst to restart private investment flows into the economy. This initiative will remove unnecessary

approvals thereby simplifying the process of registering a startup and investing in them. The

government is creating an ecosystem for supporting young entrepreneurs through a formal network of

incubators, accelerators and mentors that would help set up, grow and stabilize new businesses, with

an emphasis on social enterprises and commercial adaptation of grass root level innovations.

In a recent report, Mckinsey Global Institute (MGI) Quarterly identified a dozen technologies, ranging

from the mobile internet to cloud computing to advanced genomics. These technologies were

categorized into three areas: digitizing life and work, smart physical systems, and energy

technologies. Each of these technologies has the potential for rapid adoption in India between now and

2025. Hence if you are thinking about your Startup, then you can consider to get involved with these

technologies that are bound to get the most attention from the recent government policy. Startups are

increasingly becoming the destination for best talents of the country. As per one recent report,

placements in Startups have accounted for 13% of the total number of students placed from IIT-

Madras where as many as 65 Startups recruited and made 122 offers in more than 75 profiles. So if

you are the one who loves technology and believe in following your heart and is intensely passionate

about savoring the challenging assignments, managing your own capital funding and trying to feel a

new “High” by starting your own Startup, then this might just be the right time for you.

Happy Reading.

Chapter News

Editorial Board

Volume - 3 - Issue 11 February 2016

- Capt. L. N. Prasad

Chapter News

- Capt. L. N. Prasad

A Dilemma called Work-Life

Balance

- Alok Srivastava

Lessons Learned in Project

Management

- Sunand Sharma

Product Spending and

Implied Strategy

- Rich Mironov

Three Questions Every . . .

- Tathagat Varma

Being Agile Vs Following

Agile

- Naveen Kumar Singh

The Lighter Side of PM

- Rajiv

DID YOU KNOW?

Co

nte

nts

Murali Santhanam, PMP

Namita Gupta, PMP, PMI-ACP

Rama K, PMP, PMI-ACP

Shikha Vaidh, PMP, PMI-ACP

Soumen De, PMP

Sujata Sahu, PMPQ. This technique is used

typically in a process or product

development/ improvement

process (such as DMAIC) to

understand a system and

understand how one part effects

the others.

PM Footprints: In the month of

January 2016 two PM Footprints thsessions were held. On 14 January

2016, Mr. Sanjay Mishra, operations

leader ERP from GE Power, spoke on the

topic "Delivering a Complex Global

Program in an Uncertain World".

Continued on Page 6...

A Dilemma called Work-Life Balance

2 Page


A Dilemma called Work-Life Balance- Alok Srivastava

Over a period of time a work culture has

evolved in India where spending more

time at the work gets you the label of a

dedicated worker. What counts in India is

not the quality of output but the quantity

of time you have spent on a particular

assignment. I have seen so many of my

friends who will proudly announce to all

their peers and juniors that every year all

their earn/privilege leaves lapses without

realizing that their company doesn't

recognize it as a parameter for

performance evaluation. In such an

atmosphere if you declare that you are

going on a vacation suddenly all eyes will

turn to you as if you have committed an

unpardonable sin. If the vacation is all

about travelling to a foreign destination it

still gets accepted but if the vacation is

about taking time out to help your kids

study for their exams, the reason seems

flippant.

So how do we move from a workaholic

culture to work-a-holiday culture? We will

have to start with a basic premise that

"Work is important but Family is even

more". Organizations will have to realize

that taking their employees on a foreign

junket for a conference can only motivate

them to an extent but if the top

performers are given an all paid 5 day/ 4

night package even at a domestic

destination along with the family, it will

motivate them to a much higher level.

Employees should be told to consume all

the leaves they are entitled to within that

year and if they do so then they will earn

some points which get counted in their

appraisals. While organizations which are

evolved understand the importance of a

motivated employee and have a very

effective HR policy along with a strong HR

team, it is companies which are still

evolving that have to pull up their socks.

HR is not a department which helps you

fill the employment form at the time of

joining and monitors your leave record

but it is a department which will help

create a highly motivated team which

enables an organization to achieve its

objective. Just like your mother who will

never allow you to leave empty stomach

for work, an HR will ensure a healthy

breakfast (employee friendly policies) so

as to have a highly satisfied and

motivated employee who along with a

team will achieve the organizational goal.

To promote Work-Life balance companies

will have to focus on 2 aspects which are

the 2F's - Family and Flexibility.

Companies have to realize that the more

time an employee spends with his family

the more he will be able to focus on work

and better will be the productivity. The

moment an employee joins an

organization he becomes a part of that

family and along with him his family also

gets linked to the organization.

Companies will also have to be more

flexible. If an employee comes late to

office because he had to attend a

parents-teacher meeting at school, it

should be considered fine. Similarly, the

role of an organization doesn't end by

simply giving a 3 month maternity leave

to women employees. In fact, women

need more time at home once a baby

comes in this world. While the first year

is about running to the pediatrician for

the vaccinations, year 2 is about the

crèche and year 3 is about nursery

admissions. But life doesn't stop here.

The subsequent years are about

schooling which is even more challenging.

So how about allowing women employees

who have young ones to leave an hour

early or allowing them to work from

home for a couple of days in a week. At

least they will be able to devote more

time to their young ones. In the end, I

will like to conclude that enabling a

strong work life balance for the

employees is a must for earning their

trust and sincerity and they are a must

for those companies who would always

like to stay ahead of others in this

competitive world.

The latest buzz in the corporate world

these days is Work-Life balance. Sweden

known for its massages, meatballs and

IKEA is one of the first countries to

implement a 30 hour working week so as

to improve productivity and better

employee morale. A 40 hour work week

for a full-time employee has been

trimmed to 30 hours. On the other hand

it is already illegal in Germany for

employees to contact staff during

holidays. Several major companies such

as Volkswagen and BMW have also

implemented their own restrictions on

contacting employees out of hours. Last

year, the German Labor Ministry banned

managers from contacting staff outside of

work. Car manufacturer Daimler installed

software on its systems which

automatically deletes emails sent to staff

out of hours. Clearly all these companies

are realizing that keeping employees

happy by allowing them to spend more

time with family is a way forward to

success. This trend is catching up fast

across the globe but sadly India has to do

a lot of catching up on this front.

In India, success is measured not in

terms of how much time you spend with

your family but how much time you

spend at work. India probably would be

the only country in the world where many

organizations still work 6 days a week

and 4 weeks a month. Companies which

are working 5 days a week will always

find an excuse to call their employees

even on Saturdays on some pretext or

the other - If it is a lean period the sales

team is called to discuss strategies to

improve business while if it is a boom

period the team is called to take care of

the extra volume of business. Companies

directly can't be blamed for this practice

as calling employees to work on a

weekend is more an individual driven

diktat by the head of the department in

that company. Also all organizations can't

be classified as employee unfriendly.

There are many who strictly want their

employees to stay away from work on

weekends and if the boss wants to call

the team then he has to justify his action

to his superior.

PM in Non Traditional Area

Lessons Learned inProject Management


PM Article

Setting up a Lessons Learned log during

the project start-up will help to establish

the process as a core part of project

management. Encouraging its use, and

regularly reviewing it as part of the risk

management process will also make it

more meaningful and relevant to the

work of the team. Ongoing capture of

what was learnt “as you go” will also

make it a lot easier to incorporate

Lessons Learned in the end of project

report.

It is not enough to close out the project

and to create a Lessons Learned report -

the reports have to be made available to

others in a way that makes them want to

read and apply the lessons. The key to

this is effective communication:

Organizing the critical information in

an easy to understand way that

makes its relevance apparent.

Ensuring that the different

stakeholder groups are aware that the

information is available and that they

know where to find it.

Presenting the information in such a

way that people can quickly extract it

and turn it into useful actions.

A critical step for new projects is the

review of relevant Lessons Learned. In

problem situations, the PM is very rarely

challenged as to their awareness of

whether a given problem had occurred on

How and when to share lessons

learned

Adoption – Issues, motivation

and ways to gain adoption

•

•

•

a similar project, whether it was

foreseeable and to what extent had they

taken measures to avoid its recurrence.

Perhaps more focus on holding project

managers to account in this way would

result in adopting Lessons Learned

processes more effectively. A potential

issue for Lessons Learned is that there

are “personalities” involved and/or an

environment which is not conducive to

working this way.

There is often a perception when a new

project is set up – especially if preceding

projects have been problematic - that a

conscious effort should be made to wipe

the slate clean. This usually means an

entirely new team (immediate lack of

continuity and no first-hand experience of

what went before) with new opinions

about what will work and what won't. Too

much reference to an earlier

“unsuccessful” project is generally viewed

as “not a good thing”, so even if a

Lessons Learned report does exist it may

never be looked at. In such situations it is

little wonder that the same mistakes are

made again, and even worse, mistakes

are made on the new project in areas

which were successful on the earlier

project.

Making effective use of Lessons Learned

is a cultural trait (e.g. 'sweeping

problems under the carpet'). However,

the trigger to invest in 'learning from

mistakes' (and successes) has to be

based on individual experience. One that

highlights the value gained from learning

lessons. We remember to go and write

Lessons Learned reports far more often

than we go and look at someone else's.

Experience, being the tough teacher

means there is a good chance you

remember your own lessons so well that

you are tempted to not write them down

– “Nobody looks at them anyway, Do

they?”

Introduction

When and how to capture

lessons learned

In Project Management we rarely seem to

apply 'Lessons Learned'. Lessons learned

(both good and bad) can possibly be the

most powerful Project Management tool

available.

We should not wait until the end of a

project to determine the Lessons

Learned. The danger of parking the

identify, capture and analyze phases of

Lesson Learned until the end of a project

is risky as most project team members

will already be focused on the next

project. Project momentum will have

slowed down and most of the team will

see this as a 'box ticking' exercise. As a

result, only a fraction of the lessons that

could be valuable to future projects are

recorded and passed on. Even if an

organization has an effective method of

communicating its lessons and learning

from them, the most important element

(identifying and capturing Lessons

Learned) will have been compromised.

Projects are generally split into a number

of phases, milestones or gates and will

overlap with other projects that are

approaching the same phase in their

project life cycle. Lessons Learned

Reviews should be carried out at the end

of each formal phase of the project and

any learning's rapidly utilized both within

the project being reviewed and in other

related projects.

Lessons Learned inProject Management

- Sunand Sharma, PMP

“There is often a perception

when a new project is set

up – especially if preceding

projects have been

problematic - that a

conscious effort should be

made to wipe the slate

clean”.

Product Spending and Implied Strategy

4 Page


PM Article Product Spending and Implied Strategy- Rich Mironov

•

analysis and prototyping for things at

least two quarters away. Figuring out how

to solve hard problems for the future.

Sum up the story points “spent” (or

whatever you measure instead) in each

bucket, rounded to the nearest 5-10%. If

you're not sure which bucket something

goes into, quickly pick one that seems

right. This is directional, not precise.

Execs and non-technical folks understand

pie charts better than columns of

numbers. You chart might look like

something like this

or this

This is how you spent your immensely

precious development budget. It's your

implicit product strategy: where recent

Longer-term research - Research,

2. Draw it as a pie chart

3. Examine your implicit product

budget

choices have taken you. Are you

surprised? What trade-offs or lifecycle

stage does it suggest? How would your C-

level executives react to this mix?

Notice that pie charts force us to look at

proportions, not absolute numbers. As

product managers or executives, we're

always looking to jam just one more

thing into the development queue. But

pie charts highlight (instead) relative

spending by category. If you could make

5% between slices next quarter, what

would you move?

Typical reactions or observations:

“We keep talking about investing in

quality, automated testing and agile,

but keep pushing this back one

quarter at a time as releases run

late.”

“Our sales team consistently captures

20-30% of the entire pie, which slips

our major quarterly release. This

might help our execs see how each

little insertion adds up to real costs.”

“We're in a mature business, and not

spending much on long-term R&D.

But our strategic plan says that we

should be growing 2-3 entirely new

businesses for next year. Mismatch!”

“We're built on very old platforms,

which costs a lot in terms of

maintenance/ infrastructure/old tools

to keep things working. We might

invest heavily for one quarter to

upgrade parts of the architecture, and

then be able to shift resources back to

features.”

Consider allocating a budget at the

beginning of the quarter and tagging

each story with its category. Then look at

completed quarter-to-date points before

each sprint planning session. Product

managers/ owners and the overall team

can rebalance along the way to reduce

drift.

•

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•

•

4. Make this a regular practice

We make day-by-day or story-by-story

prioritization choices without noticing the

cumulative impact of those choices. But

they add up. Seemingly small

transactions can lean all in the same

direction. For instance:

Sales teams who each lobby the

product team for one tiny customer-

specific featurette

Postponing work on improved

automated test scripts (“just for this

week”) while we finish urgent manual

testing on a hot patch

Pulling our one advanced researcher

into a few design reviews for the core

product

Planning to visit the gym next Monday

rather than today

All of these make sense in small

quantities. (BTW, if you haven't read

Daniel Kahneman's Thinking, Fast and

Slow, you're missing a brilliant view of

decision-making.)

Try this experiment in the privacy of your

office:

Sort your completed user stories (or

features or epics or work items) into

these four buckets:

• Planned features - Customer visible

improvements and new products that

were on the immediate roadmap at the

beginning of the quarter. Agile teams

should include story/feature-level testing

and whatever constitutes “DONE”.

• Unplanned features - Sales one-offs,

unexpected customer commitments,

executive additions and other work not

on the roadmap at the beginning of the

quarter. Mid-quarter surprises.

• Quality and development

infrastructure - Test automation,

refactoring, emergency bug fixes,

DevOps, training, and other work that

isn't directly visible to end customers.

Waterfall teams should include QA/testing

here.

•

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•

1. Look back at last quarter

Continued on Page 7...

Three Questions EveryProgram Manager Must Ask


PM Article Three Questions EveryProgram Manager Must Ask

- Tathagat Varma

customers (as opposed to a powerpoint-

laden marketing brochure that no one

trusts anyway), then no point in having a

complex program management

mechanism in place. On the other hand, if

the goal is to do something like build a

skyscraper in two weeks (like this

http://www.cnet.com/news/chinese-

build-skyscraper-in-just-15-days/), then

you will need a very rigorous program

governance structure in place with

months of advance planning, contracting,

timelines, SLAs, and so on. Not knowing

the goals is like not knowing where's the

finish line, or not having a clear picture of

what the success will look like - we might

keep pressing on but keep moving in

circles, or might misdirect our efforts into

something else that looks like success but

is not! Kennedy's vision of sending a man

to moon - and bringing him back alive -

before the end of the decade is a great

example of what is the goal - it fired up

an entire nation and aligned everyone to

that one single goal.

I once led on a large program (over 190+

engineers in my team developing a

complex 3G softswitch). It was an

extremely important product for the

company - perhaps the most critical

endeavor that year, more so because in

the previous year, we had blown away

millions of R&D dollars building the

product that never saw the light of the

day, and wastage of money apart, we lost

one full year in the market. I recognized

that the goals were very clear - deliver an

architecturally sound product as soon as

possible, and ideally close the year with a

field trial. I set up a rigorous program

team in place that not only delivered the

first version of product in 8 months flat,

we did even better than the original goals

- instead of closing the year with field

trials, we actually closed it with an

$18million sales of the product. On the

other hand, a few years before in another

company, while leading a product

development in a very new area of Digital

Video Broadcast, I took the risk-first

approach and built an incremental

development plan (think of the first

increment as a simple yet technically

complex "Hello World" displayed on your

digital set-top box using the entire tech

stack - hardware up - for the first time!)

that helped us mitigate the technical risks

and consolidate knowledge assets at each

step rather than build it all in one shot.

Even though the result was below par,

any other approach wouldn't have made

it any better!

Why are we doing it? Knowing the

'why' helps us understand the desired

end-state better, especially when the

chips are down, a Program Manager will

need to muster up all their energies and

tactfulness to negotiate and broker

agreements with various components

teams (who, for all right reasons, might

be more interested in their own line of

sight rather than the overarching

program goals - remember the agency

theory?) or stakeholders in a politically-

charged battlefield (e.g. CEO's pet

project ?). On a more positive note, this

is also the articulation of the 'benefits' of

a program, and really distinguishes when

a project ends ("outputs") and when a

program delivers ("outcomes").

We have all heard of the story of the

bricklayer, the mason and the cathedral

builder. It is the deep understanding of

the purpose that helps convert knowledge

and skills into passion and an almost

obsessions towards the end goal. When

Tony Hseih says Zappos is not really into

Suppose you are the new program

manager assigned to a program. How

would you go about finding your way

inside the complex maze of a program, its

stakeholders, sponsors, component

teams and various vendors? If the

program is yet to commence, you might

be able to get involved much more

deeply, and influence the state of affairs

meaningfully. But if the program is

already underway, what do you do?

If you take time and 'learn' about the

program before you act, you might get a

deep and thorough understanding of the

program but then you might be under

time-pressure to deliver results faster. On

the other hand, if you straightaway jump

into the mechanics of the program,

sooner than you realize, you are neck-

deep and drowning into the gooey tarpit

of unending stream of fires. Yes, you

might start delivering the goods that

make your program sponsors happy (at

least in the short term), but you might

not be bringing about systemic change

that make you strategic in thinking and

approach. Without a more holistic and

long-term thinking, you also start

drinking from the same well, and very

soon, you are also just another 'manager'

who is fighting fires rather than working

proactively to prevent them in the first

place. Mind you - if they wanted another

firefighter (no offense to the selfless and

noble profession of firefighting), they

would have hired one! So, how do you

make a mark?

Over time, I have found asking some

simple questions is a great way to get

started. Interestingly, these simple

questions are very powerful and if the

program team can't answer them

unanimously, it is a pointer that

something is not quite right.

Here we go:

What are the goals? If the goal is to

put out a quick prototype that serves as a

placeholder for conversation with Continued on Page 7...

Being Agile Vs Following Agile

6 Page


Management or your company/customer

ask you to be Agile to deliver a piece of

work in Agile way?

Be Agile if you're looking for agility. Agile

is a philosophy that is built around

people. Do you perceive people as

resources or headcount? Then please

change your perception. People are

valuable resources not just headcount.

Any process that is based on Inspect and

Adapt by people is Agile. Focus should be

on meeting customer expectation not just

following process. What is the use of

process if that is not delivering business

values?

Agile is a natural way of developing

product. Its not hard to learn but may be

difficult to practice it especially when you

think everyone should be Agile except

you.

First thing first

My Experience

Take away

I joined my first company in 1997. At

that time there was nobody in my

company who knew about software and

matter of fact that I bought 1st computer

for my company and started writing

software for financial accounting system.

I knew nothing about accounts but was

open to learn and automate it. Being an

individual developer, tester and analyst I

was supposed to learn, build and test a

system that was completely new to me. I

was successful because I was open to

collaborate with business people to learn,

build and demonstrate my work as

frequently as possible. This helped me to

learn financial accounting system and

solved business problem. I realised that I

followed nothing but an agile process for

being successful.

Be agile first before you follow agile. Be

open to understand business and then

think about product. Product is not only

about the tangible thing, but also about

what services your product is delivering.

System thinking is not just a fancy thing

but required to build the product that can

solve business problem.

I see some of the interesting discussion

about agile especially by so called Agile

Guardian and few examples are listed

below:-

How to estimate project in Agile way?

How to do resource planning in Agile?

We are following Agile Project

Management but facing so and so

problem and how to deal with those?

Why Agile fails?

What kind of project are more suitable

for Agile?

So you are following Agile but you are not

Agile that's why you have these

questions? Are you aware about agility or

just heard about Agile? You really think

that you can follow Agile or you are trying

to micro-manage your project? How

much you know about Project

•

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•

PM Article Being Agile Vs Following Agile- Naveen Kumar Singh

Corporate Connect: The small but strong PM Community at the

Engine Systems business unit of Continental Automotive

Components (India) Pvt. Ltd., celebrated their first Project thManagement Day on 6 January 2016. As part of the program, the

Chapter arranged a guest lecture by Mr. Amar Bhaskar, member of

PMI Bangalore Chapter - Advisory Council on “Driving Project

Management Excellence”. This was well received by over 30

enthusiastic participants comprising of Project Managers and

members from Senior Leadership team.

Continental Automotive Components (India) Pvt. Ltd., is part of

Continental AG with a customer base spanning all major OEMs in

India. As a part of competency development of their Project

Managers working on projects relating to new product

development, they have plans to develop their project teams with

deep knowledge of Project Management including preparing them ®for PMP certification.

thOn 28 January 2016,

Mr. Muralidhar

Deshpande, Assistant

Professor Xavier

Institute Of

Management and

Entrepreneurship,

Bangalore, spoke on the

topic "Project Analytics

for Better Business Management”. Both the talks were very

well received by the members present at the session.

rd The Chapter conducted one day Agile Foundation on 23thJanuary and Two day Agile Advanced training program on 30

stand 31 January 2016. A total of 33 people participated in the

program and provided good feedback about the sessions.

Agile Foundation and Advanced Training Program

Chapter News ... continued from Page 1


selling shoes online, but rather in the business of 'delivering

happiness', it sets the context and direction for everyone in

rank and file and aligns everyone's attitudes and behaviors

towards the goal - even if sounds aspirational (and would you

really want to pursue any goal that is not aspirational?). Not

knowing 'why' behind something could be like being given the

command to do something without knowing the context behind

it, and people might go through the motions and do what is

functionally expected of them, but will never be deeply

passionate about the cause that might make the difference in

the bigger scheme of things. An interesting application of

asking why 5 times makes sure that we don't get stuck at the

superficial reasons but actually peel the layers and go to the

deep cause underneath.

Where are the biggest pain points today? Are they inside

the component teams inside the program, or at the

intersections? While a Program Management approach is a

great way to address friction at the intersection, given that

technically it is still an 'overhead' and hence it must be avoided

when not required, it might not be the best approach to solve

problems inside individual component teams. For example, if

the product quality of a component is an issue, perhaps more

of TDD or automation or CI or better code review practices

might be needed in that team - rather than creating more

checkpoints at the program level.

I recently bought a data card from a very reputed company.

The product was absolutely lousy and the service was

atrocious. Funny thing is they were too preoccupied in building

marketing ads without paying any heed to customer's pain

points. So much so, if you wrote your grievance on their

Facebook page, they would delete it in no time, but they won't

come and address your grievance. When we shut out ourselves

from customer feedback, we lose sense of what's really making

customer driving to us (or driving away from us, as in the

example I gave earlier), and then we end up goldplating the

requirements that we think the customers want. The end result

is a train wreck in slow motion. When Flipkart realized that a

major reason people don't buy online is because they don't

want to pay upfront and then live in the anxiety of waiting for

goods to be delivered or low credit card penetration, etc., they

created Cash on Delivery, and when they realized they couldn't

own the entire customer experience cycle without really making

the last mile of buying cycle - the physical delivery of goods - a

painless affair, they literally built their own courier workforce.

Acquiring a deep understanding of these pain points will help

you prioritize and focus on delivering them with alacrity.

I have found these three questions are not just relevant for a

Program Manager, but are helpful to just about anyone - a

Product Manager trying to understand more about why

customers buy (or ignore) their product, or an HR manager

trying to create the new hiring campaign, and so on.

At the end of each quarter, discuss whether the mix is right.

Should you shift toward (or away from) additional features

next quarter? Do you need more review of sales requests to

keep them from overwhelming planned work? Has your Q1

over-investment in quality tools pair off enough to move

resources elsewhere? This helps create product-level strategy,

insulated from the latest disaster.

SOUND BYTE

Your overall product spending defines a strategy, even if

unintentionally. Apply some simple tools, and see what you

discover.

Product Spending ... continued from Page 4 Three Questions ... continued from Page 5

A. The Future Reality trees are used to map out and understand a

system and how one part effects the others. This is one of the

thinking skills taught by Eliyahu Goldratt in his book "It's Not Luck".

This Future Reality logic tree represents the desired reality to move

to –how the system should look like to operate as per the

expectation. This tool helps to gain more insight into the system of

causes and effects that must be created in order to create the

desired reality. First the desired objectives are written at the top of a

page and injection(s) are written at the bottom of the page. The

team then finds out if the injection that have been identified can and

will lead to the desired outcomes. Further, the team finds out more

about what it will take to make the injection real.

Reference [http://alberon.org/toc/futurerealitytree.php]

[Source - Internet]

Share your Professional Achievements

with us!

•

•

•

PM Accomplishments is YOUR section for sharing the joy of

professional achievement with the rest of the community an

inspiration for others to follow. Please share details of your

achievement in not more than 50 words and send it along a

high resolution picture associated with the accomplishment

with the Chapter for publishing in PM Essence.

Certain rules apply:

The accomplishment must relate to project management

profession. Please do not send information on promotions,

new job, new role and other routine events The

accomplishment must be within the last 6 months The

entries received will be evaluated by the Chapter and selected

accomplishment(s) will be published in the Essence of the

following month.

Please write to [email protected]

and share details of your accomplishments and steal the

limelight.

8 Page


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 : Sekar Parasuraman, PMP

Editorial Assistance : Smita Joshi Pant, PMP

The Lighter Side of PM

Project Management Practitioners' Conference 2016

• •

• •

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•

thPMI Bangalore India Chapter is proud to announce its 11 Annual Project Management Practitioners’

Conference (PMPC) in Bengaluru. The Conference will be held at the NIMHANS Convention Centre,

from July 14-16, 2016.

The focus of the Conference will be "Enterprise Agility..." which resonates with the mood of the industry.

Agility is no more a virtue but a means of existence. In today's world the project managers have to deal with

extreme time pressures and the need to adapt to the market before other organizations could. The activities of

the entire organization focuses on gaining a small window of advantage over the competition to maintain market leadership.

This calls for,

A Lean and Agile Organization Product and Service Strategies based on an understanding of the users

Use of Technology to understand and reach out to the clients Adaptive workforce that keeps pace with the market

The Conference brings opportunities for everyone.

Delegates soaking in the knowledge from others Speakers with a reach to an intellectual gathering of over 800

Small Businesses who want to share the sparks that ignited them New opportunities for business houses

Opportunities for participation to professional member organizations

Stay tuned for further communication from the Chapter or visit the Chapter website for further details about this

Conference. Make sure that you free up your calendar to be part of this exciting event.

PM Essence Feb 2016 - PMI Bangalore Chapter · 2017. 8. 17. · Lessons Learned in Project...

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