SYNERGY Project Management for High Performance and Business Insights
Jan to Mar 2020
Inside this issue President’s Message………………………………………......2 Editor’s Message………………………………………………...4 Introduc on to Agility for Project Managers……….5 A Glimpse into 2019..………………………………………….7 Events @PMI .......................... …………………………….6 Perspec ve from our members Emo onal Quo ent ................ …………………………...15 Project failures as a stepping stone to success……18 Roll out of smart grid ............. ……………………………23 Everyday Agile ........................ ……………………………27 How to Win with Global Teams………………………….29 Customer Service………………………...….………………...33 Team PMI NIC…………………………………………………….36 Events calendar 2020 ............ …………………………...38
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 1
President’s Message Dear PM Prac
oners,
Welcome to first edi on of Synergy for this year – 2020!! As I look back at last year, it has been quite a happening year for the chapter. We had a few “Meet & Greet” events for our new chapter members. This series showed an increasing trend of par cipa on with each event and reached the peak of 54 a endees in one of the events. Similarly our AGM event has Manoj K Gupta also become a big success wherein par cipa ons over 4‐years has increased from 35 to nearly 135‐140 approx par cipants. The last AGM was a full day event with external speakers brought in on interes ng and diverse topics for chapter members benefit. As part of our thoughts to try and give back to community, we also signed MoU’s with two NGO’s to contribute and support their ini a ves namely: Esha – People for the Blind
Under the ini a ve launched last year, we saw nearly 40 of our members signing up for the Esha ini a ve. Objec ve of the ini a ve was to research on non‐u liza on of various online / free knowledge resources by Indian popula on inspite of availability of plenty of online, free knowledge resources available. These includes but not limited to DLI, Esha’s Online Library, Sugamya Pustakalaya, Na onal Digital Library etc but 70% of India’s popula on con nues to remain impacted as 'Knoweldge Have Nots'.
This is not an issue of adop on, poor adop on is the result of poor product design. These products have been designed with all knowledge resources based on user behavior of the 'knowledge haves' – people like us. Which is why project a er project is failing. Through this research, idea is to discover the knowledge acquisi on behavior of the knowledge 'have nots'. Robin Hood Army (Planning to launch this ini a ve formally in Q1, 2020)
By signing this MoU, RHA & PMI NIC are commi ng their inten ons and efforts to work together for promo on of global best prac ces on Project Management and also on opportuni es where in members of PMI North India Chapter can volunteer alongside volunteers of Robin Hood Army for their food collec on and distribu on drives.
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President’s message cont...
On a separate note, we were able to deliver much appreciated events in different formats at MNIT Jaipur, CapGemini Noida, Best Koki, Global Companies Approach to Successful Project Delivery with a speaker from Australia etc. The year culminated with a grand celebra ons of PMI 50 Year party with some important insigh ul sessions taken by Mr. Sanjay, Project Director, Medanta and Mr. Srini, MD PMI India. We also launched new website of the Chapter as per new PMI guidelines, incorpora ng our chapter’s new logo –all the work was done in‐house by chapter’s past president Pritam Du . Addi onally we have also now become Technical Commi ee Member of CII‐IGBC (Indian Green Building Council) and look forward to contribu ng our knowledge and skills for advancement of their objec ves in the best interest of the na on. I personally a ended their kickoff mee ng last year in Delhi for “Net Zero Water” ini a ve. Within the chapter we were able to successfully conduct elec ons to the chapter board with three posi ons going to elec ons. Following new directors joined in— VP Marke ng and Outreach — Sunita Gupta VP Governance & Policy—Jay Kumar VP Finance — Arshpreet Kaur Addi onally we strengthened the teams by appoin ng AVPs and Managers to assist VPs in their respec ve por olios. And now we are going to announce soon launch of chapter webinar series with a cross sec on of speakers from across industries and topics for the benefit of our members especially from remote loca ons who have not been able to a end physical events. Watch out for that announcement for joining as a endee / speaker. Lastly culmina on this note with best & colorful wishes for upcoming fes val of Holi in March 2020!! Best Regards, Manoj
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 3
Message from the Editor Dear Prac
oners,
We have just concluded a fantas c and even ul year as Chapter with enthusias c par cipa on from you. Many of you walked up to me at the 50th anniversary celebra on to express your happiness about the various ac vi es organized by the Chapter and the quality of events during 2019. As the Board, we are thrilled about the feedback. We also recognize that this success is driven
Neelima Chakara by you and your par cipa on whether as speakers, CCAs, RCAs, on the ground volunteers handling various ac vi es on the day of the event or suppor ng the social causes adopted by the Chapter. On behalf of the Chapter Board, I express our hear elt thanks to you for your contribu on. I am sure all of you are looking forward to the upcoming changes in the PMI community as we move to PMI 2.0. Which one of these changes are you most excited about and why? How do you see the Project Economy unfold? Please share your thoughts. I urge you to make Synergy your forum to express ideas, convey points of views and demonstrate subject ma er exper se. The Chapter as you know is made for volunteers, by volunteers. I look forward to seeing more and more examples of servant leadership which is a defining characteris c of our Project Management community. Best Regards, Neelima
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 4
Introduc on to Agility for Project Managers
What is Agile: Agile is a set of principles for building a business solu on in which requirements and solu ons evolve through collabora on between self‐organizing, cross‐func onal teams. It promotes adap ve planning, evolu onary development, early delivery, and con nuous improvement, and it encourages rapid and flexible response to emerge. Agile itself has never defined any specific methods to achieve this, but many have grown up as a result and have been recognized as being 'Agile'. What is Project Management: Project management is the way a person organizes and manages resources that are necessary to complete a project. Now let’s re‐read these 2 defini ons together. Agile is a methodology and Project Management is applying the methodology to deliver business benefits through Projects. Agility is now the buzz word across all Industries, but its adop ons has been highest in IT Service Delivery Organiza ons. Moving to an Agile Opera ng Model is a challenge many organiza ons are facing specially the large corpora ons for the reasons very well known to this community of Project Managers. A project is not one func on or one team approach. Many func ons of the organiza on must work together at the same pace to build a stronger business solu on and “Deliver Business Value faster”. A comprehensive transforma on model must touch mul ple facets of the organiza on. In an endeavor to support the Project Managers and Organiza ons to adapt to the Agile methodology is called “Agile Transforma on”. There are many models available to help Organiza ons to smoothen their transforma on journey. One of such models is “Disciplined Agile”.
Disciplined
Agile
Delivery
( D A D ) is a people‐first, learning‐
oriented hybrid agile approach to IT solu on delivery. It has a risk‐value delivery lifecycle, is goal‐driven, is enterprise aware, and is scalable. DAD provides a carefully constructed mechanism that not only streamlines IT work, but more importantly, enables scaling
(h ps://www.youtube.com/watch?v=OCDCKDScmHg) The Project Management Ins tute (PMI®) is advoca ng DAD Model as DAD Framework helps us Be Agile and not Do Agile. The DAD framework helps the organiza on focus on cross func onal approach and enable Agility at the enterprise level. PMI® is the pioneering body for enabling enterprise solu ons.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 5
Seven Principles of Disciplined Agile: Delight Customers: The principle advocates building value keeping Customer in mind. Con nuous stakeholder management for building decisions is the key strategy that supports this principle. Be Awesome: Focus on people. Empower the Doers and decentralize decision making. The key strategy is to Build a Team and provide an environment necessary for them to achieve their expected objec ves. Create generalizing specialist team – “T” Skilled individuals. Pragma sm: Look beyond Agile/Lean. Tradi onal communi es may have some great prac ces that are necessary for the success. Adopt and be open to tradi onal prac ces that are contribu ng to the success. Context Counts: Every person, team and organiza on are unique. Be context specific and evolve the strategy of adop on model based on context. Eg: Geographically distributed teams Vs. Co‐Loca on. Choice is Good: Directly leading from Context principle. The principle advocates providing a mul ple op on strategy to make a choice based on what is going to be best suited. Provide choices to make good decisions based on context. Using Prescrip ve frameworks is not the solu on for all problems. Go Hybrid!!! Op mize Flow: Streamline processes and adopt the strategy of “Enterprise as a Whole”. Work as per your choice but be aware of enterprise demands and align goals to focus on Con nuous Delivery. Prefer long term stable teams instead of using project‐based teams. Adopt Lean – Eliminate Waste! Enterprise Awareness: An enterprise is a network of many teams and my team is one of many teams. Moving from project teams to stable teams, it is cri cal to work across mul ple teams to be able to Delight the customer. Focus on technical debt which is one of the biggest wastes when we adopt Agile Methodology. Governance should be agile based on context. The key is to “Work Transparently”. As Project Managers, we are the Key Change Agents to build an environment and adopt the 7 seven principles of Disciplined Agile Framework to enable Agile Transforma on in your organiza on. For any addi onal queries feel free to write to your local chapter on pminic.da@pminorthindia.org For more informa on refer to: h ps://disciplinedagiledelivery.com/introduc on‐to‐dad/ Happy Reading!!! Sunita Gupta Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 6
.
A Glimpse into
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 7
PMI NIC events—2019 50th anniversary celebration of PMI
PDUs: 3
Dec 21, 2019
@ Pride Plaza, Aerocity, Delhi
This was a celebratory event organized to commemorate the 50th anniversary of PMI. It was not only by lot of fun and networking but also by PMI India MD Dr. Srini addressing the group to share the upcoming changes in PMI that are in the pipeline, an impac ul case study of energy and a mini capsule on entrepreneurship.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 8
PMI NIC events—2019
Project Management and Agile Coaching session organized in collabora on with Capgemini PDUs: 3
Dec 9, 2019
@ Capgemini NOIDA of ice
This session covered the much talked about topic of Project Management Vs Agile. There were sessions on both and finally a panel discussion that integrated the various points of view. Leaders from Capgemini as well as seasoned Chapter members were enthusias c par cipants in the session.
Infrastructure Project Management session organized by PMINIC and MNIT Innova on and Incuba on Center PDUs: 3
Nov 2, 2019
@MNIT Campus in Jaipur
This was a focused session supported by mul ple infrastructure bodies like ISHRAE and ASHRAE in the region with ac ve par cipa on from academic community. The speakers were senior leaders from esteemed organiza ons like DLF, Jaipur Metro, PREEA, GKB Group, RIDCOR and MNIT
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 9
PMI NIC events—2019 PMI-NIC Meet and Greet Event
PDUs: 3 each
Jun & Sept - 2019
@Hotel Metro View Inn, Patel Nagar
The 1st Meet & Greet event of 2019 was held on 22nd June at Hotel Metro View Inn, Patel Nagar. The objec ve of the event was to introduce all the new / first me chapter members to PMI North India Chapter ac vi es, provide a forum of networking with fellow professionals, and also foster experien al learning via volunteer opportuni es. The event was held a er a gap a er one year hence all the chapter members w.e.f. 1st May 2018 ll date were invited. Altogether, 35 Chapter members par cipated in the event. They were taken through PMI NIC key objec ves, ini a ves and ac vi es. An interac ve session covered various topics like benefits of being a Chapter member, engaging as a Chapter volunteer, PMI and Chapter Membership fees and support to pass various cer fica ons like PMP. President & CEO PMI NIC answered all the ques ons. a) Governance in Projects and Program Management by Naveen Kataria; b) Digital Transforma on Case Study by Shubhankar Nandy; c) PM and Execu ve in Govt U lity Project by Ramakant Beernally
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 10
PMI NIC events—2019 Risk Management Event This event was conducted in collabora on with Best Koki Automo ve Pvt. Ltd. and at their premises. Senior leaders at Best Koki as well as experienced members of PMI, NIC addressed the group and covered various aspects of risk management in Projects as well as in steady state opera ons and in manufacturing plants.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 11
PMI NIC events—2019 AGM—2019
PDUs: 5.5
April 13, 2019
@ Country Inn Gurugram
The AGM of North India Chapter was a precursor to the great year that 2019 turned out to be. During the AGM, the members met the Board and were apprised of the plans for the year ahead. The mee ng was well a ended both in terms of par cipants and a endees. Tenured members were felicitated on this occasion. There were interes ng sessions / demo on AI, Blockchain, procurement challenges in army, mental health and NIC’s collabora on with Robinhood Army. Members also displayed their crea ve skills and par cipated enthusias cally in a quiz.
hjghaj kdh
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 12
PMI NIC events—2019
Global companies’ approach to successful Project Delivery PDUs: 3
March 2, 2019
@ Co works Gurugram
PMI NIC organized a talk by an eminent Project Manager to help a endees deliver large scale projects successfully by iden fy early warning signals of stress, do effec ve governance, engage project sponsor to ensure success and replicate success by crea ng a strong team. Milind shared examples from some large scale strategic and complex projects, e.g., The Sydney Light Rail Project (AUD 2.2 billion), The Australian Driverless Vehicle Ini a ve (ADVI), Recycled Water Scheme and other infrastructure projects
Priorities and Decision PDUs: 3
Fed 6, 2019
@ GE Power Noida
Managing Priori es on project and driving decision making is key to success on any project. PMINIC organized talk by PMINIC members, and industry experts to share their experiences. Mr. Shailesh Mishra from GE Power spoke to their challenges of se ng up Powerplant at Jammu & Kashmir. Event was addressed Keynote speakers: Por olio Evalua on Scorecard to Priori ze IT Projects : Rakesh Pandey Project Priori es ‐ How it can change the work & outcome : Abhinav Gupta Priority Se ng ‐ The knowing & the doing : Arshpreet Kaur Making Decision in everyday life to most cri cal situa on at work : Ni sha Bhandari Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 13
.
Perspec ves from our members
Disclaimer: All the ar cles are points of view of the authors. Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 14
Inside Story Headline Image Source: www.vskills.in
Emotional Quotient— Key factor for the success and career growth of Project Manager - Fagun Garg
P
roject manager is the driving force of
me, expecta ons are also increasing to high levels,
the Project who the has steering wheel
which has made jobs of Project manager strenuous.
of the Project in one’s hand and has the
In Present scenario, it is important to observe
ability to change the direc on of the
indicators closely and understand each team
project. He is the person who should feel heartbeat
member’s mindset. Every Team is a conglomerate of
of the Project ‐ should listen more, speak less and
different type of people with diverse mindsets,
should also understand the un‐said thought of the
thought processes, capabili es, intelligence and
Team members.
emo onal quo ent. For success of the Project, it is
Every project flows through different stages from
impera ve that Project Manager should have
Incep on to Closure and is unique in itself. Also with
good emo onal quo ent to effec vely deal with his
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 15
P
consists of two parts
roject manager is the driving force of the Project
who the has steering wheel of the Project in one’s hand and has the ability to change the
Emo onal awareness ‐ Ability to recognize one’s emo ons in a given situa on.
direc on of the project. He is the person who
should feel heartbeat of the Project ‐ should listen more,
Self‐confidence ‐ Self‐assurance to own capabili es and self‐pride
speak less and should also understand the un‐said thought of
Project Managers should have the ability to
the Team members.
analyze their own emo ons in different situa ons.
Every project flows through different stages from Incep on
This will enable them to improve oneself and
to Closure and is unique in itself. Also with me,
make the right decision at the right me. It will
expecta ons are also increasing to high levels, which has
also help to mo vate oneself from me to me to
made jobs of Project Manager strenuous. In Present
gather energy because the me is of paramount
scenario, it is important to observe indicators closely and
importance in each project, and if at that me the
understand each team member’s mindset. Every Team is a
project manager loses confidence, then team will
conglomerate of different type of people with diverse
not be able to complete the project on me.
mindsets,
thought
processes,
capabili es,
intelligence and emo onal quo ent. For success
In every situa on
2. Self‐regula on ‐ Ability to control your
of the Project, it is impera ve that Project
different
Manager should have good emo onal quo ent
react
differen ally,
‐
to effec vely deal with his Team.
so it is important to
understand
own thoughts, emo ons and feelings in a
With passage of me, it is important for Project manager to improve emo onal quo ent then
people
why
individuals reacted in
emo ons in different situa ons. It contains:
Self‐control ‐ ability to regulate one's
given situa on.
Trustworthiness ‐ Ability to respond
intelligence as intelligence can be increased with
peculiar manner in
honestly or truthfully.
sessions and books but emo onal quo ent can
that situa on and
only be refined and takes me to improve. So, it
how
responsibility for your one’s decision
is becoming one of the important factors for hiring of the Project Manager.
it
can
be
improved.
Conscien ousness ‐ Ability to take
Adaptability ‐ Handling changes with
flexibility
Innova on ‐ Open to new ideas
Defining Emo on Quo ent “It is the ability of a person to
The project manager should be able to control
iden fy, evaluate & control their own emo ons and perceive
one’s emo ons in every situa on. One should
& assess other’s emo ons. In every situa on different people
observe situa ons from all perspec ves before
react differen ally, so it is important to understand why
coming to any conclusion and should always take
individuals reacted in peculiar manner in that situa on and
a stand for decision undertaken while never
how it can be improved.”
arguing for ownership. This will help to make
correct decisions.
There are five main categories for the emo onal quo ent :
3. Mo va on ‐ Ability to mo vate oneself for each
achievement and to develop a posi ve a tude. It
1. Self‐awareness ‐ Ability to understand one's own
contains:
emo ons and how and why we react in a specific way. It
Achievement drive ‐ Pursuit of excellence
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 16
Commitment ‐ Focus on the goal of a group or organiza on
dissolve issues between different group of
Ini a ve ‐ Prepare to take a chance
people
Op mism ‐ Pursue goals persistently, without
me to me to remain posi ve in all situa ons as
Building bond ‐ Nurturing instrumental rela onships.
stopping at impediments. Project manager should mo vate oneself from
Conflict management – Ability to manage or
Team capabili es – Crea ng group synergy in pursuing collec ve goals
this will help to spread courtesy throughout the
Project manager should be able to express his
team and also mo vate the team to complete the
thoughts in such a manner that team is able to
“Project Manager should endeavor to improve their EQ with passage of me since it is becoming a key factor for future career growth.” project on me and minor irritants will not be able
absorb them and also implement them in their
to stop them.
work. It is PM responsibility to ensure that team is
4. Empathy – Ability to understand other’s feelings and how
working collec vely and they are going on right
it can affect an Individual or performance at work. It
direc on without any conflicts. This will help in
involves: ‐
comple ng project smoothly on me.
Service Orienta on – An cipa ng and mee ng
In today’s dynamic scenario, it is important for PM to think one
aspira ons of the Clients.
step ahead of the current situa on and ensure that one doesn’t
Developing others – Sensing what others need
make presump ons for any situa on as in that way one will not
to improve and bolstering their abili es.
be able to understand all factors openly and take the right
Leveraging diversity – U lizing the beauty of
decision. All team members should be treated with equality.
diversity to its fullest.
Emo ons should not be the decisive factors in any situa on
Poli cal awareness – Knowing teams emo onal,
specially in anger or conflict. Personal thoughts and feelings
current and power rela onships.
should always be kept out of the workspace since they can affect
Project Manager should be able to observe and
fair decision making process.
understand their team members effec vely. He
In order to hire best person for Project Manager’s job, one
should understand the thoughts and mind set of the
should check if he/she is able to self‐evaluate themselves from
team members as this will help him understand all
all perspec ves and then use the self‐prognosis for self‐
the said and un‐said thoughts of the Team. This shall
improvement. No one is perfect in all spheres, so it is important
help to improve produc vity of the Team and u lize
to have self‐improvement and mo va on mechanism in place as
exper se in the best effec ve manner. 5. Social skills – Interpersonal skills are the basis key to professionalism and personal success. It involves: ‐
one of the key factor for success. Other important factor is understanding emo ons and feelings of other team members, this
Influence – Capacity to affect someone’s
will help understanding their situa ons,
character, development or behavior.
ac ons and also will lead to arriving at the
Communica on – Transmi ng clear messages
correct solu ons. Thus each Project Manager
Leadership – Inspiring and guiding team
should endeavor to improve their EQ with passage of me since
members
it is becoming a key factor for future career growth.
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Project failure as a stepping stone for Project Management success— Skills hold the key!! By Ajaibir Singh & Gaurav Talwar
Image Source—h ps://www.livefreewellness.co.uk
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E
instein failed 10,000 mes but never gave
have project managers and on other side we have
up, since he knew success was right around
experienced project managers. These individuals have
the corner, similarly project failures should
learned to manage projects through an ad hoc training
be seen as learning to ensure future projects
program, but their results are o en “heroic” and not
deliver successfully. What o en get missed though is
repeatable. Because there are varying degrees of
skills which Project Manager possesses. A project
capability, competence, and confidence among project
manager for a Business‐cri cal project should be hired as
managers, organiza ons experience inconsistency in the
carefully as a key Execu ve. S ll most organiza ons have
quality of how projects are managed.
limited knowledge for choosing project managers, and
li le idea what skills and personality traits are needed to Most organiza ons adopt "eleventh hour" approach when
help them succeed.
it comes to developing skills of project managers. As a Some of the reasons for projects not mee ng the desired outcomes are:
result, organiza ons lack an effec ve approach to iden fying and delivering right training to the right people.
Expecta ons poorly communicated and shared at
Even if employees are given classroom training, they are
elevated level and unrealis c.
not given appropriate job assignments to prac ce those
Weak project management leadership:
Planning based on part data, missing ac vi es,
skills. Then they are expected to u lize their training without the benefit of a mentor to guide them.
insufficient details, or poor es mates.
Risks were not completely iden fied or not managed
The role of the project manager has expanded in both ways: becoming more business & leadership‐oriented
properly.
Most organiza ons adopt "eleventh hour" approach when it comes to developing skills of project managers.
Most problems are related to poor communica on &
while growing in technical complexity on the other. The
processes ‐ therefore, it shouldn’t surprise us to learn
result has been that PM o en falls to an individual who has
that one top strategy for recovering troubled projects is
limited prepara on for the role, but carries mul ‐skill job
to change project leadership. This strategy works only if
descrip on that ranges from strategic and business
organiza on has competent project managers on hand or
responsibili es to performing technical ac vi es. Poor role
processes in place to hire / develop someone with cri cal
defini on and mul skill ac vi es /expecta ons from even
competencies.
qualified personnel leads into situa ons where they are
doomed to failure by requiring them to do too much and be expert in everything.
In many companies, Organiza on structures to support Project management and associated people do not exist.
Depending on scale of organiza on, you will find wide
Technical Resources are o en asked to work as Project
range of experience in project managers. On one side we
Manager role and tend to focus more on details, while non
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 19
– technical resources put on the job as Project Managers are more concerned with business results. Ideally, a balance
not work well with team and tasks or goals. Did not
between the two is required, determined by the project type,
proficient individual.
organiza on culture and systems. Confusion would be averted if the various, and very different, roles related to project manager were not all referred to as “project managers.” (Comninos &
Ranked tasks by priority and assign them to the most
Inexperienced Project Managers: Assigned people to management roles who have not matching educa on
Verwey, 2002).
and experience. In some cases, and perhaps more o en
Good project manager displays a mix of human, business and technical skills.
than not, inexperienced managers are given projects.
When examining
the flip‐side viz. failure, it is very
your cost es mates are completely off. As you know,
important to know the
cause
project
when resources run‐out, the project stops. Prevent this
of
by iden fying the lack of resources early on.
failure
which will help you manage the ac vi es be er. From
our
experience
transforma ons
of and
managing being
several
conscious
large how
scale
Inaccurate Cost Es ma ons: There may be mes when
Project
Li le Communica on at Every Level of Management: Whether it’s between upper management, middle or
Management is so vital for its success across various phases,
with the team, it’s disastrous to have poor
the key learnings which we have gathered on what makes a
communica on.
project success vis a vis a failure are listed below ‐
Poor Prepara on: No Clear picture of what needs to be
Culture or Ethical Misalignment: If the Company culture is not comprised of competence, pro‐ac veness, and
done at early stage.
professionalism, team members will not be mo vated to
do their best. Basically, everyone involved may not be
fully invested in their part of the project to successfully
Inadequate Documenta on and Tracking: Tracking
complete it.
milestones and Proper recording and monitoring was not taken up which could have helped PM iden fy where
more resources are needed to complete a project on
me.
Compe ng Priori es: When there are not enough resources, there is bound to be compe
on between
resources and funding. They may lead to bad cost
es ma ons at the start.
Poor Leadership: Management micromanaged and not provided support to ensure that the PM can follow
through with the expecta ons placed upon them.
Disregarding Project Warning Signs: Before any project fails it does provide early warning signals and not
Failure to Define Parameters and Enforce Them: PM did
addressing them in me will prove to be disastrous for the project. Above are some of the reasons for project
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 20
failure. This is the me when we should consider ways to prevent this failure and see what Good Makes a Good
enables them to adjust for mistakes, adapt to team
Project Manager. Adequate employee training, project
objec ve.
management so ware and management transparency will lead you to project success.
dynamics, and adjust their approaches to meet the project
People Management & Team building: Ability to earn trust and respect from project's stakeholders and influence decisions that need to be made to make the
What Makes a Good Project Manager?
project successful. To encourage and enable people to "Good project manager” displays a mix of human, business and
work together as a team to accomplish the project.
technical skills (Brandel, 2001) and following traits of a project manager overlap with the competencies of Func onal Manager:
Leadership: Leaders focus on developing people, crea vely
Project & Industry management: Good Project Manager must have Breadth (not depth) in specific applica on/
challenging system, and inspiring others to act. Ability of the
industry knowledge. Quickly adapt to project
leaders is:
management processes of organiza on's product life
Communica on ‐ Strong wri en, oral and listening
cycle. Understanding of formal and informal
skills, are vital component of leadership. Skilled
organiza onal structures.
project managers know when to speak, listen, and how to resolve issues in a calm and professional
manner, and act as the liaison between the project
Personal a ributes: project managers display following
team and execu ve team.
personal traits that contribute to success :
Nego a on ‐ Issues that are nego ated with clients, execu ves, contractors, func onal
managers and team members are scope, changes,
Honesty ‐ Project managers are role models for the project team. They must conduct
contracts, assignments, resources, personnel
themselves honestly and ethically to ins ll a
issues, and conflict resolu on
sense of confidence, pride, loyalty, and trust in their project team. A trustworthy project
organiza on leads to greater efficiency, fewer
Effec ve decision‐making skills & Influencing ability ‐
risks, decreased costs, and improved
Rela onship development skills that are the basis for
profitability (Toney, 2000).
influence and ability to influence other's decisions/ opinions through reason apply to the role good PM. Ability to iden fy
Selfless ‐ It is a crucial factor in business goal
key issues & problems and pick the best choice among
achievement. A successful project manager
alterna ves. Ability to make mely decisions and to take
keeps her ambi on at the back end, and
ac on reflec ve of business objec ves.
concentrates on what’s good for the organiza on. Achievement orienta on,
comprises a focus on excellence, results
Personal self‐assessment ‐ Good project managers cri cally
orienta on, innova on and ini a ve, and a
evaluate their performance and this introspec ve ability
bias toward ac on, and is very desirable in
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 21
project managers (McClelland, 1961).
never‐ending process, there will be few successes.
Intelligence ‐ The project manager should
possess strong analy cal skills, good judgment, and strategic thinking capabili es. The
Comninos, D., Verwey, A. (2002, January) Business focused project management, Management Services46(1) 14‐22.
Frame, J. D. (1999) Building Project Management Competence. San Francisco: Jossey‐Bass.
West, J (June 2004). Building Project Manager Competency, White Paper. Retrieved Dec. 2004 from h ps://project‐ management.com/top‐10‐main‐causes‐of‐project‐failure/
Rosanne Lim Top 10 causes of Project Failure, White Paper. Retrieved Dec. 2016 from h p://www.pmsolu ons.com/ar cles/ pm_skills.htm .
that outcomes are due to luck or by chance.
Toney, F. (2000). The Superior Project Manager, : CBP Publica on.
Good project managers are confident in their
Kerzner, H. (1998) In Search of Excellence in Project Management. John Wiley & Sons, Inc.
Mcllelland, D. (1961). The Achieving Society. New York: Van Nostrand Reihhold.
Brandel, M (2001.Aug 06). The Perfect project manager. Retrieved from h p://www.itworld.com/Career/2019/ CWD010806interview/ July 30, 2006.
Center for Business Prac ces, (2006) : Troubled Projects Boca Raton: Auerbach Books/CBP.
HR Strategy. (No date). Performance‐based Selec on. Retrieved on Jan. 23, 2004 from www.hrstrategy.com .
Johnson, B. (1992). Polarity Management: Iden fying and Managing Unsolvable Problems. Amherst: HRD Press, Inc.,
respected project manager will acknowledge the limits of their knowledge and effec vely u lize the strengths of each of his team member to accomplish goals.
References:
Confidence ‐ The most confident project managers believe that they have full control of their ac ons and decisions, versus the belief
decisions and assume ownership of their ac ons. These a ributes coupled with the following recommended best prac ces can ensure project success
Develop a holis c view on failures to yield profitable growth by systema cally tackling failures using Project Management methodology
Iden fy weak links early in the project lifecycle to provide
Ajaibir Singh is working as Delivery Por olio Manager in IBM India and has 24 value lead improvements early enough years of experience . He has served as the catalyst for successful comple on of Cost reduc on by leveraging op miza on and simula on to Program, Project and Technical Services get the best op mized result giving a clear direc on on the ini a ves in IT / ITES /Construc on Industry, complimented by PMI path forward Cer fica ons. He can be reached on LinkedIn Foster innova on through merging both business and Gaurav has over 15 years of experience in
managing and leading high‐performing teams in management consul ng and delivering value to clients across industries and geographies. He is a core member of IBM’s global team of Strategy consultants Conclusion: and Globally Integrated offerings, and a recognized global SME in the areas of There are many things that lead to project success and many Strategy, Business Process Reengineering, Opera on and Digital that lead to failure. Good project management is a process of transforma on, IT strategy, Digital Opera ons Improvement, Shared services, Business Planning. con nuous improvement. It is a process of making mistakes and He can be reached on LinkedIn learning from those mistakes. It is a process of con nuous study opera onal aspects by designing new processes
and learning. For those who cannot devote themselves to this Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 22
author proposes a roll‐out of smart
grid technology for India, which implies
a
fundamental
re‐
engineering of the electricity services industry. She has shared her experience, views and knowledge on how IoT integrated with project management best prac ces plays an important role in the development of solu ons for enhancing solar harnessing.
In this ar cle, the author
tries to draw the focus on Internet of things (IoT), providing advanced interac on between devices (such as sensors, handheld computers, etc.).
Roll-out of Smart Grid Technology in India for Harnessing Solar Energy
More than 75% of the total energy is consumed by the ci es in the world today and is responsible for 60% of the world’s total greenhouse gas emissions. The demand for uninterrupted access to
‐ SHAILJA SINHA
I
energy, i.e. 24×7 is increasing day by day. Therefore, the development of low ‐carbon energy and energy efficiency
n this ar cle, the author proposes the introduc on of ‘IoT’ in Harnessing Solar Energy for the development of the
na on. On a hot, sunny day at room temperature the sun sends down roughly 1KW (the power of a toaster) for every square meter of the ground. The only challenge is to make it cost effec ve so that it can be easily marketed to individual households and organiza ons. The need is to efficiently manage this ini a ve so that the awareness and importance is transferred to the remotest loca ons, wherever the popula on exists. The
programs are necessary for the ci es. IoT plays an important role in the development of solu ons for enhancing energy management. IoT driven innova ons such as Flexible Genera on, Demand Automa on and Smart Grids help to a ain the required outcomes from energy infrastructure in ci es. As the Solar Energy industry in India experiences unprecedented growth, the need for firms opera ng in this space to upgrade their IT networks and further u lize proac ve monitoring tools increases.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 23
The Internet of Things, also known as Internet of Everything 99% of iden es are unconnected and derives asserts that the possibility if we were to intelligently link all of it. With these kinds of solu ons in place, IT professionals working at
equipment. The author proposes a roll‐out of smart grid technology for India which implies a fundamental re‐engineering of the electricity services industry for solar energy.
solar energy firms can more easily and effec vely control all endpoints and ensure that every distributed network endpoint is func oning properly. IoT and predic ve data
SMART GRID TECHNOLOGY
analysis can provide enormous growth opportuni es.
IoT FOR SOLAR POWER: SMART GRID
The following fundamental technologies are used to derive the smart grid technology ‐
The Electrical Sector has opportuni es in the area of design,
Managing Solar Growth with proac ve Monitoring
Intelligent Appliances
Smart Substa ons
Remote Monitoring of Conduc ng Cables
Demand Response Support
Integrated Communica ons
Smart Power Meters (dual)
installa on and maintenance of devices, for example both‐ way metering, storage and invertor‐phone combina on. The cost of solar power is decreasing con nuously because as the volume of renewable power increases, the cost of panels go down. We should move to the DC network and DC
PROJECT MANAGEMENT METHODOLOGY One of the most important aspects of a smart grid implementa on is a standard project methodology which prescribes the following five steps, supervised by the project management office ‐ Project Ini a on, Planning, Execu on, Monitoring and Control and Closing.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 24
installa ons means more endpoints to monitor and guarantee. For example, a UP‐based PV firm may have installa ons across various states like Rajasthan and Gujarat. Relying on manual processes to keep controls on everything is no longer a feasible solu on. To address this issue, solar energy companies can embrace IoT. It is the crea on of more Internet‐connected endpoints designed for machine‐ to‐machine interac on.
INTEGRATED COMMUNICATIONS The key component of smart grid technology is integrated real‐ me
communica ons.
Depending
upon
the
requirement, many different technologies are used in smart grid communica on like Smart Grid program that crosses organiza onal boundaries, encompasses modern tools to effec vely communicate using the interfaces such as web browsers and e‐Mail. Typical uses would be to:
Programmable
Logic
Controller
(PLC),
More than 75% of the total energy is consumed by the ci es in the world today and is responsible for 60% of the world’s total greenhouse gas emissions.
wireless, cellular, SCADA (Supervisory Control and Data Acquisi on).
Analyze and track interdependencies of projects and the
ac vi es within the project
Make the detailed calcula ons concerning scheduling,
SUMMARY Roll‐out of Smart grid
costs, and progress, etc.
technology in India will
Publish progress informa on
Publish individuals' task details
role in harnessing solar
Manage the workflow for submi ng and handling
energy. By using IoT
changes, risks, and issues
technology in various
play a very important
Enforce controls, for example, in the "checking in" and
sectors, we can create different analy cal and intelligence services. It increases the flexibility of consumer as well as
"checking out" of documenta on.
the service provider. Project management solu ons for the
Smart Grid are based on an established Project
MANAGING
SOLAR
GROWTH
WITH
PROACTIVE MONITORING As the industry grows to new heights, some firms are presented with an en rely new challenge: SPRAWL. More
Management Methodology supervised by a team of individuals comprising a Project Management Office. Therefore, the integra on on Management and Technology is the need of the hour to efficiently Harness Solar Energy.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 25
REFERENCES
Over 19 years of IT experience in Business
Analysis and Project / Program Management
The IET’s, ‘What the Internet of Things will bring to the Electrical Sector’. Available Web address at: h p://
Manager, Programmer and Analyst with a
www.theiet.org/sectors/informa on‐communica ons/
combined experience in design, development
topics/ubiquitous‐compu ng/ar cles/electricity‐and‐
and management of data warehouse (BI) and
iot.cfm
client server applica ons.
Wikipedia’s, ‘Renewable Energy in India’. Available Web address
Program Management. So ware Program
at:
h ps://en.wikipedia.org/wiki/
She can be reached on LinkedIn
Renewable_energy_in_India
References and introduc on are
Wikipedia’s, ‘Smart Grid’. Available Web address at:
ge ng merged
h ps://en.wikipedia.org/wiki/Smart_grid
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 26
Everyday Agile
- Saurabh Gupta “The word ‘Agile’ (or ‘Scrum’) may appear unfamiliar to ordinary people beyond the professional IT circle. However, it is pleasantly surprising to acknowledge its everyday aspect.”
I Mee
experience Agile rou nely as part of my daily life. Let’s consider a few examples.
ng changing demands
I was standing at a popular sweet shop, pa ently wai ng for my turn for the most sought‐a er item — samosas, a popular Indian snack — when a tall, burly man broke the queue and walked to the chef who was about to remove the cooked samosas
from
the
oil
pan.
He
authorita vely asked the chef to fry them a bit more, and stood in front of him while he waited. Meanwhile, people in the queue mu ered under their breath, unhappy that their turn has been overtaken.
and handed over to the next person in the queue.
The a en ve shop owner quickly walked to the
A Scrum Master similarly protects his or her team from
impa ent customer and politely engaged him in a
those occasional, unreasonable stakeholder demands so
conversa on, asking him to wait his turn, and assured
that the team can con nue to take the agreed tasks to
him that his serving would be extra fried, the way he likes
comple on, while ensuring that the concerned
them. Before the in mida ng man could respond, the
stakeholders are accorded their due requests in a
ready lot of the delicacy was already packed by the chef
reasonable way.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 27
Priori zing items My daughter was ea ng while watching TV. And as usual, her a en on was on the cartoon instead of on the meal her mother had prepared with great care. Her mother asked, "How is it?" but my daughter wasn't even listening. Upset by the lack of response, her mother promptly switched off the "idiot box" and asked her to focus on the food, which was a priority. The role of the Product Owner is to regularly perform course correc on to help the team maintain focus on the valuable backlog items. skilled members who de ly switch among varied tasks
Acquiring cross‐func onal skills
during the course of the day, week, or sprint.
I usually wake up before six in the morning. Just about that me, the daily newspaper is delivered at my doorstep.
In summary, we all can recount numerous such rou ne moments from our everyday lives. Even if unknowingly, we all are well accustomed to the Agile ways.
Saurabh has over 15 years of IT experience
One day, I caught up with the delivery man and inquired
in mul ple roles; presently engaged as
about his daily schedule. He enthusias cally informed
Senior Manager in a private MNC.
me that a er delivering the newspapers, he works
A er post‐gradua on from US, he’s been
during the day as an electrician, and some mes also as a
around the world working with a mul tude
plumber. He added that he learned these disparate skills
of Clients; on more dimensions than one.
all while on the job, teaming up with an experienced
He can be reached on LinkedIn
companion. The Development Team, similarly, comprises cross‐ Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 28
How to Win with Global Teams without being Lost in Translation ‐ GEETANJLI LAMBA “Project Management is mostly about managing and
opinion understanding differences – personal, professional
mo va ng People – it is a key asset to meet project success
and cultural are the essen al so skills of Project Managers.
and the engine that will move the project ahead to meets it goals” It is no news that people behavior is one of the KEY factors that drives successful project management. In today’s world, project teams are o en not geographically closely located – team members are sca ered around the world and people from
"The P in PM is as much about 'people management' as it is
different
geographies
come together to drive projects. environment,
In
this it
is
about 'project man‐
essen al that behavior,
agement."
emo ons and culture be well
‐ Cornelius Fichtner,
understood
by
project managers. In my
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 29
From my own experience of working with many globally diverse teams, I have jo ed down a few ps on how to win with Global Team Members.
STRONG CULTURAL AWARENESS Global leadership is a process of influencing the thoughts, a tudes and behaviors of a global community to work together in synergizing towards a common vision and iden fied goals. Cultural awareness forms the basic tenet of this. Herein, understanding cultural diversity and developing awareness of individual cultures is most important for successful global project delivery. Addi onally, it is just not important for the leader to be culturally aware, but they have to drive cultural awareness within their team. The leader is only as effec ve as their team and if the team members do not appreciate each other’s cultures, it leads to fric on. Therefore, it is a good idea to do a culture orienta on session for the en re team before star ng a new project. There are many online pla orms like GlobeSmart that can help enhance cultural awareness, sensi ze members about other culturally diverse team members and help teams to develop a global mindset. It not only infuses camaraderie but also facilitates arriving at decisions
FLEXIBLE DECISION MAKING Global teams arrive at decisions differently. Thus when a globally diverse team comes together, it’s impera ve to understand the different decision making styles and arrive at the most suited one. For example, American managers are trained to solicit inputs from the team, choose a direc on quickly and make adjustments on the way. In Sweden, teams learn to make decisions using lengthy consensus building. In France, howsoever, debate and confronta on are necessary elements of any decision‐making process. Thus Global teams need very explicit descrip ons of how decisions will be made. The best global team leader is the one who is willing to try out different kinds of decision‐ making processes at different points in a project.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 30
ACTIVE CROSS CULTURAL COMMUNICATION Good communica on skills are undoubtedly the oil to keep the engine of your global project team running. However, how these skills are perceived differs amongst different cultures.
What
cons tutes
a
good
communicator is likely to vary greatly across cultures. American managers are more likely to provide direc ons to subordinates on a face‐to‐face basis while Japanese managers are likely to use wri en memos. In the U.S, subordinates are usually provided nega ve feedback directly from their supervisors, while in Japan such feedback is usually channeled
through
a
peer
of
the
subordinates. Thus, consider having a
Image source—h ps://proaupair.com
communica on workshop to help your teams be be er equipped at handling any differences. Fostering good mul cultural best prac ces is the key to the success of the
CLEARLY DEFINED ROLES For successful global project delivery, the project managers need to have clearly defined roles for the people involved. As is the case with co‐located teams, the global teams don’t have the privilege of going back and forth on the team roles. Global teams need a manager who provides clearly defined
direc on
and
removes all ambiguity from the process. Team leaders Image source: ‐ h ps://cn.freeimages.com
have to formalize roles
and responsibili es – star ng with their own.
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 31
ACCOMODATING SPECIAL NEEDS Consider any special needs the individuals on your team may have. For instance, they may observe different holidays, or even have different
hours
of
opera on. Be mindful of me‐ zone differences and work to keep everyone involved
aware
and
of
such
Your
respec ul differences.
willingness to meet the other team half‐way on logis cal grounds helps establish good faith and creates a feeling of kinship amongst team members.
In my view, people in global teams when managed effec vely can prove to be at a significant compe
ve advantage. The most
successful businesses are those that not only understand the nuances that exist amongst different cultures and working styles, but train their execu ves to lead in ways that demonstrate an understanding of and apprecia on for diversity.
Geetanjali is a Six Sigma Green Belt & PMP
References:
cer fied professional with over 14 years of
h ps://en.wikipedia.org/wiki/Cross‐cultural_leadership
experience in areas of insurance ini al setups,
h p://knowledge.wharton.upenn.edu/ar cle/how‐cultural‐factors‐
expansion of business process opera ons
affect‐leadership/
Human resources & Talent development.
h ps://www.mindtools.com/CommSkll/Cross‐Cultural‐
She can be reached on LinkedIn
communica on.htm
h ps://www.forbes.com/2010/08/19/virtual‐teams‐mee ngs‐ leadership‐managing‐coopera on.html
Image Credits:
www. projec mes.com
www.thinkstock.com
www.google.com
www.proaupair.com
www.cn.freeimages.com
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 32
P r o j e c t
Management as a Potent Tool
to
M a n a g e Customer Retention through turbulent Business Environment in India.
E
- Vivek Sohal Defining the Need of the Hour: dward N Lorenz, Father of Chaos Theory built a mathema cal model for the way air moves
around in the atmosphere. As Lorenz studied the weather
This approach helps the leader to provide clarity of thoughts among all stakeholders and provides
pa erns, he began to realize that they did not always
a Project Charter which provides a direc on that
behave as predicted. Minute varia ons in the ini al values
synchronizes the effort that their teams are going
of variables in his twelve‐variable computer weather
to embark upon with clear deliverables. In today’s
model would result in grossly divergent weather pa erns.
ever changing mes good leaders are adop ng the learner’s mindset to ensure that the right
The nature of many of the businesses is not very different due to the current vola le environment. Yet some of the businesses seem to garner higher loyalty and reten vity of their customers while many others struggle to marry
path is chosen to build customer engagement and s ckiness. Hence, engagement of all key stakeholders right from building the Project Charter is paramount.
reten on and profitability. While in the tradi onal func onal organiza on structure, individuals may be able
Mul ple modes are available in today’s digital era
to showcase compartmentalized achievements but these
to capture the insights around customer’s usage
may not add up for ensuring success of organiza on.
behavior, their thoughts and engagement around the product/service. This entails that all those
By adop ng Project management for Customer Engagement and Reten on, organiza ons are benefited by
who may be impac ng the customer’s experience should be consulted. A good start ensures that
three broad ways: Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 33
level in a defined period. He is entrusted with the task
there is founda on to demys fy the chaos.
to address the issue. PM uses his exper se and via
Aligning the Teams for a Common Goal:
regular communica on with all stakeholders picks up all
In retaining the customers, all the func ons are
the similar issues and establishes the root cause of the
engaged right from Manufacturing to Product Teams to
issue.
Marke ng to Sales to Customer care to Logis cs to
Collec vely, the team finds that there is no fault with
Security Agency. It ensures that the gaps can be
the parts; nor it’s the fault of the logis cs team. The
iden fied and plugged through effec ve monitoring
descrip on given in the manual is not clear enough to
and control. With Alignment of the teams, inefficiencies
explain the steps to join the parts leading to
in the system (typically associated in a func onal
inconvenience to customer and hence the complaint.
organiza on) are mi gated. Two brief examples
The collabora ve finding also boost the morale of the
men oned below captures how Project Oriented
en re team, unlike the approach of labelling a
approaches are enabling solu ons which are hard to
department of ruining the customer’s experience.
find in a func onal set up. Another example is that due to a Network Upgrade in a
Take for an example, a customer who received a Telecommunica on Network, customers experience increased shipment of a latest gadget ordered via an Online latency in call connect and fluctua on in data latching portal. On opening the product, the customer complains of fitment issue among 2 parts, leading
X Func onal Team response: Customer Care labels it as a network complaint. Network team closes the
to a poor experience
complaint quo ng the system lag and infrastructure
X Func onal Team response: Senior
gap. The complaint fails to find its way beyond few
Management in a func onal set up comes
select Network resources and the call center agent tags
across this complaint and wants to find how
the complaint. The same vanishes in some me and
this was handled. The call center logs share
fails to make it to the next dashboard
indicate the me stamps when the customer called and the alloca on of the complaint to the logis cs department on mishandling of product. Logis c
department
reverts
that
the
concerned delivery boy has le the job and they will be more careful in recrui ng and training.
Project Team approach: Similar issue when crops up in a project oriented set up is handled differently. PMO hand picks a Project Manager (PM) who has worked across customer service, product, and marke ng. The PM has to ensure the customer
“With customers becoming more aware of the competition offerings, it poses a serious risk of
complaints of a par cular zone falls below a certain Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 34
Project Team approach: The problem is handled
establish PMOs to deploy their resources appropriately
in a holis c manner capturing the impact that similar
and strategically align their efforts to ensure that their
problem may have had in the affected zone. This led to
customers feel valued. This will build and further
a Project team proac vely reaching out to explain the
augment customers’ engagement with the Brand.
gap. Although network team takes me to sort the issue but marke ng team pitches in by ensuring customer engagement and gives extra call and data
References:
validity as a good will gesture to the affected
h ps://en.wikipedia.org/wiki/Edward_Norton_Lorenz
customers. The measure ensures building trust of the
Tim Palmer (2008). "Edward Norton Lorenz". Physics Today. 61
customers and establishes fairness on part of the
(9):
organiza on, leading to be er reten on of the
doi:10.1063/1.2982132.
impacted subscribers.
81–82.
Bibcode:2008PhT....61i..81P.
Transi on from Tacit informa on restricted
Vivek Sohal is a Marke ng; Sales and
with few to Explicit Informa on that makes
Project Management professional with
the system more intelligent and robust.
15 years of experience. He has enjoyed 6 years working with oil majors like Shell
With customers becoming more aware of the compe
on offerings, it poses a serious risk of
customer churn. They quickly find new op ons with the
and Castrol in Retail; Opera ons and Project Management before moving to understanding and selling data connec vity (the new oil).
desired value. This is further accentuated by the use of digital medium by companies to lure customers to
He can be reached on LinkedIn.
believe that they can get be er value if the customer switches. Although, many companies are inves ng in digi zing their knowledge, yet the finer nuances of retaining them, the insights to what trigged the customer to switch or the commitments and competencies to retain the customer remain non‐ documented. The agility that the companies ought to display stems from the very fabric of innova on and collabora ve culture that they own. It is here that cross func onal groups contribute to build systems which evolves with each adversity faced. A strong PMO ensures the capturing of the best prac ces and learning that do not get lost when the employees leaves the organiza on. In today’s knowledge economy, it not just the capturing of the right knowledge but the access to it at the appropriate me is paramount. Organiza ons need to Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 35
Team PMI North India Chapter
Board Members
PRESIDENT
PAST PRESIDENT
VP GOVERNANCE & POLICY
Manoj Gupta (JAN 2018 ‐ DEC 2020)
Pritam Gautam (JAN 2018 ‐ DEC 2020)
Jay Kumar (JAN 2020 ‐ DEC 2022)
manoj (at) pminorthindia.org
pritam (at) pminorthindia.org
jay (at) pminorthindia.org
VP FINANCE
VP COMMUNICATION
VP MEMBERSHIP
Arshpreet Kaur (JAN 2020 ‐ DEC 2022)
Neelima Chakara (JAN 2019 ‐ DEC 2021)
Praveen Urankar (JAN 2019 ‐ DEC 2020)
arshpreet (at) pminorthindia.org
neelima (at) pminorthindia.org
praveen (at) pminorthindia.org
VP VOLUNTEERS
VP MARKETING & OUTREACH
VP PROFESSIONAL DEVELOPMENT
Shivender Vats (JAN 2019 ‐ DEC 2021)
Sunita Gupta (JAN 2020 ‐ DEC 2022)
Vaibhav Sharma (JAN 2018 ‐ DEC 2020)
shivender (at) pminorthindia.org
sunita (at) pminorthindia.org
vaibhav (at) pminorthindia.org
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 36
PMI NORTH INDIA EXTENDED LEADERSHIP TEAM
KSHITJ MISHRA (MERCER)
SANDEEP GEHLOT (DXC)
AVP MEMBERSHIP
ASSOCIATE SECRETARY
NITISHA BHANDARI (AMEX)
ABHINAV BHARDWAJ (IBM)
AVP MARKETING & OUTREACH
AVP PROFESSIONAL DEVELOPMENT
CHAMPAKA B (CHINTHAT)
ASHISH BHARDWAJ (IBM)
AVP VOLUNTEER MANAGEMENT
AVP COMPLIANCE
RAKESH PANDEY (ZONES)
VIKASH SHARMA
AVP TECHNOLOGY (COMM.)
AVP COMMUNICATIONS (COMM.)
GAGANDEEP SINGH
NIKHIL JAIN (GENPACT)
MANAGER COMMUNICATIONS (COMM.)
MANAGER SOCIAL MEDIA (COMM.)
Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 37
SYNERGY TEAM PMI NORTH INDIA CHAPTER
RAKESH
NEELIMA
Events calendar 2020
Projects in Financial Sector
Feb ‐ 19, 2020
In collaboration with Capgemini
Venue: Capgemini IT India Pvt. Ltd., Spaze Techpark, B2, Sohna ‐ Gurgaon Rd, Gurugram, Haryana, India Agility Today Feb 29 ‐ Mar 1, 2020 Unconference in Collaboration with Agile Virgin and Agile Alliance Venue: Leela Ambience, Gurgaon. Webinar series Beginning Mar 14, 2020 AGM 2020
April 11, 2020
Mailing Address of PMI North India Chapter I‐121, Kir Nagar, New Delhi –110015 Disclaimer: All the ar cles are points of view of the authors. Feedback: neelima@pminorthindia.org Synergy Jan—Mar 2020 Page 38
