PM Essence Sept 2016 - PMI Bangalore Chapter€¦ · Page 1 Volume - 4 - Issue 6 September 2016...

Volume - 4 - Issue 6 September 2016

Chapter News

- Capt. L. N. Prasad

How fast you can change?

- Tathagat Varma

A Recipe for Career Re-

Invention!

- Dilip Saraf

Become a World Class

Negotiator

- Victoria Pynchon

An Inspiration and a Living

Legend . . .

Why should you care about

employee . . .

- Vandana Sharma

The Lighter Side of PM

- Rajiv

DID YOU KNOW?

Co

nte

nts

Q. This is a management

strategy which uses feedback

loops to achieve strategic

goals, outcome may be a

physical output, a change, an

impact or a contribution to a

higher level goal

Thanks and Best Wishes

Soumen De, PMP

[email protected]

Editor’s NoteEditor’s NoteDear Friends,

Greetings from PMI Bangalore India Chapter!

“They say you don't win silver but you lost gold. Becoming first still has its great sense

of satisfaction” When I looked at Usain Bolt's achievement during the just concluded

Olympics games at Rio, I thought he imbibed this spirit like no one other. Jamaican,

Usain Bolt is now called “the fastest man alive” for winning 9 gold in the 100 m, 200 m and 4 × 100 m

relay at three consecutive Olympic Games, the last one being at the Rio Olympics which concluded last

month. Bolt's personal best of 9.58 seconds in the 100 metres is the fastest ever run. Bolt also holds

the second fastest time of 9.63 seconds the current Olympic record, and set two previous world

records in the event. Bolt's personal best of 19.19 s in the 200

metres is the world record. After the race he told, “This is why I

came here, to the Olympics, to prove to the world that I'm the

best — again”. Even if he starts the race a bit late, he soon

makes it up to win the race. The Whattapp joke making the

rounds soon after, mentioned that the prize money he got from

various sources after the event, if we normalize with the time

he ran to grab the gold medals comes to a whopping $1 Million

per second. Fact or joke, the reality is he is showered with

rewards (and sponsorships) from various fronts for his stupendous performance. But we may also

realize that for every 1-2 minute sprint he ran to win the gold, he must have spent thousands of hours

preparing for the event. When people execute actions flawlessly to get the 'desired' result/s - like that

perfect Produnova by Dipa Karmakar or that helicopter shot by Dhoni (which incidentally will now get

immortalized in one recent Bollywood biopic), or that perfect backhand drop by Sindhu to win the

clincher, hours and hours of preparation must have gone behind. What looks so effortless or seamless,

is nothing but an outcome of intense dedication, discipline, focus, sacrifice, hard work and

unquestionable faith in oneself. I think, as Project Managers (PM's), these achievement provides us an

opportunity to motivate us. To execute our projects year after year flawlessly, to earn a reputation of a

person who delivers, come what come may, requires adoption of similar dedication. If we spend hours

to understand the domain /industry the project is catering to, sincerely commit ourselves to

understand the needs and wants of our customers and stakeholders, do not mind to spend the extra

hours with our team members to understand how their skills can be tapped to complement each other

and how make their weakness look irrelevant, then we can deliver the business results consistently

and flawlessly, Sorry, there may not be gold medals to be won here for PM's, but you will certainly be

looked upon as a winner par excellence.

Happy Reading.

Chapter News

Editorial Board

- Capt. L. N. Prasad

Murali Santhanam, PMP

Namita Gupta, PMP, PMI-ACP

Rama K, PMP, PMI-ACP

Shikha Vaidh, PMP, PMI-ACP

Soumen De, PMP

Sujata Sahu, PMP

PM Footprints: During the month

of August 2016 two PM Footprints thsession were held. On 11 August

Mr. Vinod Sankaranarayanan, Project

Manager

from

"Thought

works",

spoke on the

topic

Continued on Page 7...

'Software Ownership

Transfer- Evolving

Knowledge Transfer for

the Agile world'.

thOn 25 August Mr. M. K.

Nagaraj, Manager

Operations from Harman International India Pvt.

Ltd., spoke on the topic," Project Management -

B2G perspective". Both the talks were well

attended.

2 Page


How fast you can change?- Tathagat Varma

to using it as unbridled raw power is

based on your ability to get that feedback

and adapt to it. In general, the sharper

the ability to get the feedback, make a

decision and execute it, the faster one

could go.

Of course, one can (rightly) extend the

argument that it eventually depends on

the rider/driver of the vehicle - for the

real ability to handle a machine lies not in

the machine but in the mind (and the

hands) that operates it. We will get to

that in a moment.

A lot of people think agile is all about

faster deliveries, and then they set unreal

expectations which often sound

something like this - let's do agile so we

can ship the product in 3 months which

today takes 9 months. Like they say, you

can't put ten pounds in a five pounds

sack, I have a bit of a bad news for them

- the quantum of work that takes 9

months to ship can't be shipped in 3

months without seriously undercutting

either the breadth (i.e., the scope or

quantity of work) or the depth (i.e. the

quality, performance, usability, reliability,

etc.) of the deliverables. Agile isn't

quackery (even though it has been

oversold as one by some overenthusiastic

souls!).

For me, brakes are the metaphor of agile.

They provide the feedback and enhance

the ability to manoeuvre, even more so

at high speeds. The more real-time and

actionable (i.e., more "byte-sized" than

"brick-sized" to clearly understand and

identify the cause-and-effect relationships

that allow the feedback to be

"meaningfully actionable") a feedback is,

coupled with the internal ability of the

machine to rapidly absorb and assimilate

it, the sooner it can respond and adapt to

a potential event. Remember - making a

third-stage spacecraft change its position

even by a few micro-degrees is much

more difficult and perhaps valuable than

a car changing its lane on a highway. Just

like any serious competitor who will adapt

the brakes based on weather and other

operating conditions, there is no one-

size-fit-all brake here. The term "agile

process" is a fairly useless one, for it

creates a mental model of a laminated

process that will enable people to operate

with (guaranteed?) agility out-of-the-box,

and yet, it is hardly ever going to be that!

If you have already nailed down every

single nook and cranny so that the

resultant process is a certified "agile"

one, than one must only be smoking pot.

Neither the creator of that uber-agile

process could have anticipated every

possible future condition (the last time I

checked, I was told that job description

was reserved for God!) nor anyone knows

enough to prescribe a single templated

solution to all kinds of problems. Net-net,

everyone must create their own "agile

process". Of course, they can start with

what we know today, but remember -

what is know today can only be a (better)

starting point and not the limiting rate

factor for what you must eventually

accomplish. In that sense, an "agile

process" is like "best practices" - you

can't simply copy someone else's best

practices and expect them to 10x your

results. Rather, you must painstakingly

solve the hard problems, and evolve your

own best practices - to that end, best

practices are things that are created as

an outcome of a problem-solving activity

by smart people, and not really

something that others can use as a

shortcut. Sure, some of these might be

very universal, but I guess most all have

been already discovered long back, and

we are mostly rebottling and recycling

them these days.

In my talks, I often ask a trick question -

what is the most important part in a

bicycle and a formula one racing car?

I get all kinds of answers - wheels,

engine, chasis, tyres, steering, even the

driver.... No doubt, they are all right

answers.

However, my favorite right answer is the

brakes! Why? Because they make us go

faster!

Let me explain.

Imagine you are riding a bicycle without

brakes. You won't be able to go faster

because you have an in-built fear in your

mind that if you pick up pace beyond

some 'reasonable limit', you won't be able

to control it lest it becomes important for

some reason. Now imagine riding the

same bicycle with the best brakes that

your money can buy (or, even better, that

you can build!). You not only can ride the

same bicycle with much more confidence,

you can actually imagine going much

faster than before. Of course, you can

take the analogy much further and argue

that you could go even faster if there was

a better helmet, a better kneecap, jacket,

leather gloves, even the insurance to

make the rider free themselves up from

the worries of a possible accident...then

you might zoom even faster and

potentially reach closer to the Peltzman

Effect, but we will stop at just having the

right brakes in this blog post.

Now the mental model about brakes is

that they keep a stationary object at rest

(at least on a downslope), or slow down

or stop an object in motion, but never

make anything go faster. And yet, that's

what they do - they give the courage and

confidence to the rider to go faster than

without those brakes. In that sense, the

brakes are the feedback and the control

mechanism rolled into one. Without a

brake, you still have access to the same

power (or the engine power in case of a

formula one car) as before, but your

decision to use it judiciously as opposed

PM Article



coupling it with his leadership skills to

land a job in a new field (genomics and

bio informatics).

5. Once you have converged on the

sector of interest learn some basics in

that space and the language in which

they exchange their ideas. This is critical

in fashioning a new résumé with the right

language so that your accomplishments

from a different sector appeal to the

hiring managers and recruiters enough to

call you for an interview. Also, provide

your leadership narrative in story formats

in your résumé to make it more

appealing to the reader.

6. Start connecting with people in the

new industry that you want to migrate to

and invite them to your LinkedIn

network. Attend conferences, events, and

professional Groups (LinkedIn alone has

nearly a million such Groups) and start

making yourself visible in these forums.

Become a member of the professional

association and put that membership

affiliation on your résumé. For example, if

you want to become a Product Manager

(from a Software Architect), join the

Silicon Valley Product Management

Association (if you are in the Silicon

Valley) SVPMA and start attending its

regular events and socialize with its

members. Take on a volunteer role to

provide some leadership to the

organization and put that on your résumé

as well.

7. Start blogging on a topic that is your

core competency. Use the language and

examples from the industry vertical

where you plan to migrate so that those

who are already players in that space will

read your blog. Keep your blogging

frequency at a regular pace so that you

are seen as a player in that space.

Comment on blogs authored by others in

that space to increase your visibility.

Commenting takes much less effort that

authoring a new blog each time.

Since I have done four career re-

inventions in my own career (through

four industries) I promote myself as a re-

invention coach. In this, my fifth career, I

have helped many clients go in new

directions by showing them how to re-

invent themselves leveraging their

previous stellar accomplishments,

packaging them in a new “language,” and

developing a plan that steers their career

in a new direction. Although in most

cases such plans are successful, in others

they require pivoting and taking

additional steps to get to the destination

the client is seeking.

With the many published reports of

impending lay-offs, especially in the tech

sector (Intel, IBM, Yahoo!, HP, and many

others) many are anxious about how to

market themselves in this rapidly-

changing labor market in their vertical.

This shift in the labor market is not just

limited to high-tech companies. Other

industries are also facing pressures to

reduce their labor costs as the

productivity is steadily rising with

automation, service-oriented platforms,

and other economic shifts (Uber, Airbnb).

This article is about what I have learned

through my own career re-inventions and

from those of my many clients. Although

this is not a complete list, it addresses

most of the key ingredients for a

potentially successful career re-invention:

1. Develop a good sense of the trends in

your own company and any precursors to

lay-offs. In large companies (1,000 or

more employees) there are ample signs

of what is to come. So, be vigilant about

your company's—and product's—market

standing and trends, revenues,

profitability, and how the competition is

emerging. Even if you are an individual

contributor you must take interest in how

your company is performing by being

more curious about such things.

2. As soon as you sense that there is a

possibility of lay-offs and cost cutting, do

A Recipe for Career Re-Invention!- Dilip Saraf

not wait for that to be announced. Get

yourself ready for a change. When the

actual lay-offs start it is almost too late to

have enough time required for a re-

invention. Remember this saying: If you

think change is hard, try becoming

irrelevant(Tom Peters).

3. Depending on how radical your career

re-invention is going to be, a transition to

a new role can take as much as 12-18

months, depending on your level and

your expectations of salary, title, and

other parameters. So, it is much better to

manage this runway on YOUR own time

than on your company's time; most

companies give few weeks to a few

months to its employees in severance

pay. If you wait this out then you are

almost forced to take another lateral job,

deferring your re-invention. When the

lay-offs are rampant such an option may

not even be viable on your terms.

4. Investigate how your core skill

translates to some industry where it can

be applied in the context of their core

needs. Also, investigate which industry

sectors are on a growth path (look at the

job boards). It is much easier to translate

your core skills in that direction if you

understand how to translate your

accomplishments from your current

industry to the one you want to migrate.

Recently, one of my clients working on

big data and visualization in a high-tech

start-up made a successful transition into

biotech, where he was able to use his

big-data and visualization expertise

PM Article


4 Page


Become a World Class Negotiator- Victoria Pynchon

rehearse your story until you think it's

strong and persuasive. Then make a list

of your key points so that you will be able

to recall them when the negotiation

begins.

To practice and display empathy at the

negotiating table, ask your counterpart to

present her view before you present

yours. Listen without judgment, and

make it clear that your understanding

does not necessarily indicate agreement.

If you're thinking hey, I wish my spouse

or teenager would do this, you've come

to the right place. The only "hard part" is

that it's up to you, not your spouse, teen

or co-workers. It's a challenge - but a

worthy one - to always be the one who

takes her part in it, apologizes, makes

amends and fosters reconciliation rather

than stalemate or open hostilities.

Start, as Mnookin suggests, by listening.

Be accountable and, if an apology is

called for, give it without hesitation and

without hedging. Then lay the possibility

of reconciliation on the table like this: Our

relationship is more important to me than

our fight and certainly more than being

"right." How about you?

Trust in our nature

We are evolutionarily

inclined to be

cooperative rather than

combative, slightly

favoring peace over

war, togetherness over

separatism, agreement

over argument. Why?

Because "[g]roups of

highly cooperative

individuals have higher chances of

survival because they can work together

to reach goals that are unattainable to

less cooperative groups." And evolution is

about the survival of the fittest group,

not of the fittest individual.

Sure, we let each other down all the

time. But we also rise to the occasion.

And if you model collaborative behavior,

you'll be surprised at how often people

will meet you on higher ground.

If you'd like to dig deeper into negotiation

strategy and tactics, and get practice in

negotiating the issues that mean the

most to you, you couldn't go wrong by

taking She Negotiates' upcoming

Strategic Conversations course with my

business partner, Lisa Gates. I'd gush

about Lisa being not just a terrific teacher

but a transformational one. But you'd just

think I was biased (and, of course, I am).

Find out yourself. You next promotion,

raise or increased fee is on the line.

It's not rocket science and it's not a

secondary sexual characteristic. You don't

"negotiate like a man" or "like a woman."

You read, you practice, you fail, you

succeed, you learn. We've recommended

our favorite negotiation books over at the

She Negotiates site, but if you'd like a

weekly executive summary instead of a

mile long reading list, sign up for Harvard

Professor Robert Mnookin's Sunday

Minute, a super-smart and super-quick

way to remind yourself of what you

already know or learn what you don't.

One of the great topics of contention

among negotiators is whether to be soft

or hard, understanding or hostile,

welcoming or threatening. As in

everything, we atShe Negotiates and the

brainiacs over at the Harvard Program on

Negotiation, recommend balance, as does

PON's director, Mnookin, in this week's

Sunday Minute.

To balance empathy with assertiveness in

your negotiations, begin by assessing

your approach to conflict. Could the

negotiation trigger within you a tendency

towards competition, accommodation, or

avoidance? By thinking about how you

are likely to respond in a particular

context, you can begin to replace your

unproductive negotiating strategies with

more rewarding ones.

Ready yourself for the assertive

component of negotiation by practicing

your story - saying out loud what you

want, why, and how you can help the

other side meet their needs. Revise and

Fight or Fellowship?

PM Article

So, there you have it. There is no such thing as a universal agile process that will solve all maladies. Like Edison said we are able to

see further by standing on the shoulder of giants, we simply take what exists today as a starting point and create our own agile

process. Nothing more, nothing less.

And just like the picture in this article, agility is not something that takes you faster, but it enables taking you to new, unknown and

exciting places when you think there might be something interesting there. If you don't find the cheese interesting, you can always

come back to the last stable state, and start another journey, till you find something better!

Speed is not how fast you can drive and deliver. It is how fast you can change and adapt. And life and product development have

more hairpin bends than you think...

How fast you can ... continued from Page 2


punctuality. He is known as master

planner of the Chapter. He inculcated the

practice of conducting any program or

event meticulously on time and within

budget. All the programs of the Chapter

that have been completed successfully so

far, can be attributed to him.

Mr. Amar Bhaskar, from Chapter advisory

board, talks about Mr. VSS and his 3 Ps,

Practice, Perseverance and Passion - “His

dedication and passion for the Chapter

activities, applying them in practice and

his perseverance towards achieving

perfection were natural and in-built, and

you will see him applying these 3 P’s in

everything he does leading it to

perfection”.

Mr. Hiremath, Ex-EC board member also

shared his experience with VSS. He

mentioned "Mr. VSS is founding figure of

PMP Quest Program. He is a person who

follows the system and procedures

meticulously. He is committed to teaching

Project Management professionally and

he is very passionate about it".

This year, Chapter celebrated

Mr. Subramanian's 80 birthday. He has

also completed his 13 year with the

Chapter. The grand man, widely known

as “Bheeshma Peetamah of the Chapter”,

is still strongly involved till date in various

Chapter activities. He makes sure he

visits the Chapter every Saturday to

contribute in ongoing programs. He never

forgets to call other volunteers on every

Friday night to decide the agenda for the

next day.

The senior most volunteer, an inspiration

to other volunteers of the Bangalore

Chapter, Mr. V. S. Subramanian's

contribution to the Chapter can't be

written in one article but we can only

thank him and wish his involvement with

Chapter continues with the same energy

level and passion for the coming years!!

th

th

Winston Churchill said - “You make a

living by what you get. You make a life by

what you give”.

The most important component to make

PMI Bangalore India Chapter for what it

stands for is “its pool of devoted

volunteers” who put incalculable hours of

dedication and relentless hard work to

achieve the goals of the Chapter and

keep its vision and mission alive. Mr. V.S.

Subramanian fondly called VSS, got

associated with the PMI Bangalore

Chapter in 2000 when it had just started

taking off after its formation in 1998.

Later he joined the Chapter Board in

2005. He is graduated from Birla Institute

of Technology, Pilani and pursued his

Masters in Engineering from Brown

University, USA. He brought along his 38

long years of Project Management

experience of Managing Projects in Union

Carbide Thailand Limited where he got

retired as a Project Director.

Ever since the day he joined the Chapter,

he has been very active and helped lay a

strong foundation for it. Starting from

organizing one day Project Management

Seminar for Rotary, he continued his

involvement in designing and

An Inspiration andA Living Legend of the Chapter

implementing other programs of the

Chapter. He was instrumental in

developing the training material for PMP

course and spearheaded in rolling this to

put as a regular program from the

Chapter. Currently the program is widely

known as PMP Quest under which

thousands of Project Managers have been

trained which paved the path for them to

become certified Project Management

Professional. He loved teaching and also

involved himself in mentoring several

faculty members in conducting programs.

He has introduced Run Charts for

organising events which has become DNA

of the team at Chapter for conferences. A

man with sound principles, he is

extremely disciplined and is known for his

PM Accomplishments

6 Page


Article Contribution

“There is no greater agony than bearing an untold story inside you.”

- Maya Angelou”

This monthly newsletter is a forum where anyone can contribute through articles on Project

Management and related topics. Give wings to your writing skills and don't keep any untold

experience with you.

You can also claim PDUs for your contribution under category D (Creating new Project Management

knowledge). Additionally it helps you in improving your writing skills. Use this opportunity and excel

in the field of Project Management.

You can send your Articles or route your 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 monthly events.

[email protected] [email protected]

Why should you care about employeeengagement? Does it even matter?

- Vandana Sharma

there?

It is a simple question that all employers

should be able to answer. Afterall, it is

the consolidated effort that takes to build

a great profitable empire.

Having worked with diverse set of people

and sectors, I notice distinctly different

viewpoints across the sectors. The

outlook seems very culturally influenced

by the nature of industries even if

education and values gathered in

business schools were similar.

Industries like commodity training and

manufacturing which are workmen driven

still believe in the top down hierarchical e

practices. They believe an employee

needs to cover his basic needs and that's

where an employer-employee relation

primarily ends. The rest is for

corporations to decide whether they want

Old economies:

to engage in welfare, or environmental

factors. Possibly it works for them too.

The engagement initiatives hover around

hygiene, entertainment and welfare

measures for staff and ways of managing

their people practices. They believe an

employee needs to cover his basic needs

and that's where an employer-employee

relation primarily ends. The rest is for

corporations to decide whether they want

to engage in welfare, or environmental

factors. Possibly it works for them too.

The engagement initiatives hover around

hygiene, entertainment and welfare

measures for staff.

It does not hold good for the other

extreme, which is the tech led innovative

creative world new age set up primarily

run by Millenials who are considered the

"entitled generation". They are

entrepreneurial, not really driven by

processes or norms. To keep them at a

workplace and get them to unleash their

ultimate potential, it needs a lot more

than the pay cheque at the end of the

month.

New economies:

Employee engagement is the emotional

connect an employee has with his

organisation. A higher engagement

signifies a direct connect with

organisational goals and collective

synergies of the entire organisation to

achieve them.

Since the era of Industrial revolution, the

idea of going to jobs was to earn a

livelihood, run your household, pay for

utilities, send kids to a good school and

manage a decent living. This was also the

understanding of the capitalist world

which continued to pay the required,

mandated wages to ensure workers stick

to jobs, supervisors manage them well

and corporations grow profitable.

With the evolution of industries, times

and people practices, work place

happiness has started to count as much

as happiness at homes or people lives.

Reasons are obvious. An average grown

up working adult ends up spending a

minimum of 8-9 hours of productive time

daily at his workplace in an approx.

career span of 25 years or so.

When one invests so much of time and

effort working hard for a livelihood and

the organisation he / she works for, why

should they not seek happiness being

PM Article


Chapter News ... continued from Page 1

A. management strategy which uses feedback

loops to achieve strategic goals. All people

and organisations (actors) who contribute

directly or indirectly to the result, map out

their business processes, products and

services, showing how they contribute to the

outcome. This outcome may be a physical

output, a change, an impact or a contribution

to a higher level goal. Information (evidence)

of the actual results is used for accountability,

reporting and to feedback into the design,

resourcing and delivery of projects and

operational activities.

Results Based Management is an example of a

strategic control mechanism. It has been

shown to have strong similarities in its design

and use to the third-generation balanced

scorecard.

[

Results-based management (RBM) is a

Source - Internet]

Saturday PM Footprints for E&C Forum

PMIBC E&C Forum, PMI Bangalore India

Chapter was formed in the year 2015 to

bring about advancements in the

Engineering & Construction industry

through advocacy of Project Management

standards and best practices. The very

first step was to organize an Industry

Symposium for Engineering &

Construction in April 2016. As a next

step, the Chapter extended its flagship

knowledge sharing program PM

Footprints, specific to E&C Industry as a monthly program to be held every third

Saturday of the month. The first program in this regard was held on 20 August

2016 at Hotel Royal Orchid Manipal Centre. This is the place where PM Footprints

was launched 10 years back and continues to be held twice every month for the

past 10 years.

The program was launched with a small inaugural function with lamp lighting by the

distinguished guests Mr. A. N. Prakash, Managing Director, Construction Project

Management Consultants Pvt. Ltd, Mr. P. S. Somasundaram, Managing Director,

Facilities and Building Solutions Pvt. Ltd., Mr. Shankar Thayumanavan, Managing

Partner, Ash-Hubs Leadership Institute, Mr. Vijay Paul, President, PMI Bangalore

India Chapter and V. S. Subramanian, Chapter's Advisory Council of the Chapter.

First speaker Mr. P. S. Somasundaram presented a

case study on Volvo HIT 5000 project titled

"Enhancing Productivity through better EHS

practices-- a case study ". He spoke about the

safety approach in construction project,

implementation and overcoming the challenges.

According to him “Safety is a critical component

and safety engineer should be the first one to be

employed in any construction project.”

Mr. Shankar T spoke on "Effective Collaboration through Active Listening" and

conducted an interesting and engaging session with the participants. Nearly 45

members attended the program.

th

8. Remake your LinkedIn Profile with the right Headline and

Summary. Instead of “Now Seeking Opportunities in Biotech” as

a Headline (if you are migrating from high-tech), use a more

creative string of words to attract viewership and to increase

your search ranking.

9. Once you have a good network in the vertical in which you

plan to migrate start having informational interviews with those

with whom you feel well connected. Tell them that you are re-

inventing yourself and you need their mentoring to make this

possible. Most people will come through when you show your

desire to migrate to their space.

10. Start having interviews with companies with open jobs and

learn how to ace them. Your first few interviews may be in need

of more finesse, but by learning how to ace them you will

develop enough confidence to go after the companies where

the action is and where your interests lie. During these

interviews do not get too concerned about your next title and

salary as long as you are able to package your value

proposition in alignment with what the job requires. In your

first job you may have to make some adjustments to how you

land your first job in a new industry and how you get paid for

that position; be open and flexible.

Career re-invention is a process that requires a plan, diligent

execution, and time. If you follow the process outlined above

you are on your way to your next career re-invention. The

above proven recipe will serve one person for a lifetime. Zero

calories, fat, and cholesterol!

Good luck!

A recipe for career ... continued from Page 3

The E&C Saturday PM Footprints will be held

on the 3 Saturday of every month. The

sessions will start at 8:00 AM in the morning

with breakfast and will conclude by 11:00

AM. These sessions are aimed at promoting

the adoption of PM best practices in the

construction industry through sharing of

experiences by practicing professionals.

The monthly PMP Quest and Agile foundation

training sessions were also held on 6 , 7

,13 , 14 and 27 August respectively.

rd

th th

th th th

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.

Dear Members,

Membership Statistics: Our Chapter had

82 new members and 86 members renewed

their membership in August 2016. On behalf

of PMI Bangalore India Chapter, I welcome all

new members and thank them for renewing

their membership.

EEP Update: Members who missed to renew

their membership post October 2015 can still

avail membership fee benefit of $65 as part of

Economic Exception Program, Renew your

membership today.

Appended is the list of few FREE web-based

seminars (webinars) for September 2016, we

have shared same list to your registered

email; this is a good opportunity to earn PDUs

and claim at PMI to maintain your

credentials.

PM Member’s Corner

The Lighter Side of PM

Technology Support : Ramesh Chandra Pathak, PMP

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

For more webinars, please logon to ProjectManagement.com with your PMI credentials.

PM Essence Sept 2016 - PMI Bangalore Chapter€¦ · Page 1 Volume - 4 - Issue 6 September 2016...

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