Page 1

Volume - 5 - Issue 9

December

2017

Chapter News

- Capt. L. N. Prasad

Five Things Project . . .

- Suyog Ketkar

Why Talent should be . . .

- Madhu Karunakaran

GO, take that RISK!

- Srinivasan Radhakrishnan

Definition of VOLUNTEER

- Sachin Sood

PM Open Space

PMPC 2017 Volunteer . . .

- Selva Vijay

PM Member's Corner

- Muktesh Murthy

The Lighter Side of PM

- Rajiv

CONTENTS

Q. This framework can help

us in managing our time

better by differentiating

task that needs our

immediate attention versus

tasks that can wait?

DID YOU

KNOW

Editor’s NoteEditor’s NoteDear Friends,

Greetings!

Ivanka Trump arrived in India,

leading the U.S. delegation to the

Global Entrepreneurship Summit in

Hyderabad from November 28 to 30. Hyderabad

was in a flurry of activities – street corners were

being decorated with flower pots, trees were

being painted pink, and generally everything was

being wrapped up and tied with a bow. Focus was

on attendees and menu at the Faluknama Palace

dinner. The one question

on everyone's mind was

why Ivanka is coming,

and what good, if any, it

would do to the Indian

entrepreneurs.

This is not so different from what we face in

projects. We receive a deluge of information

(incl. emails) every day from different parties.

Some important, some urgent, some neither, and

some just cursorily copied to you. Apart from the

emails, there would be constant interactions such

as requests for software, hardware, permissions,

access rights, budget, travel, and many more.

How much of it can be disregarded and how much

should be codified as knowledge? What can

be the key take away from such information - both

solicited and unsolicited?

A simple trick is to ask yourself a few questions:

how this information might relate to my project

objectives, does it help me complete my project

within the cost, schedule and scope limitations I

am working with, and, does it impact me, my

project or my team in a positive or negative way?

Identifying the contextual relevance of the

information would determine our reaction to and

take away from it. While no guide is available to

suggest how much information is useful, a review

with right stakeholders would certainly help.

The Knowledge Management section of PMBoK,

Sixth Edition explains how knowledge can be used

during and after the project by proper storage and

retrieval policies. Knowledge management tools

and techniques help people to create, share and

integrate new and tacit knowledge. Information

management tools and techniques, on the other

hand, are used to create and connect people to

information.

The relevance of the information and our response

can be measured by using the Eisenhower

Decision Matrix, or the Urgent-Important matrix.

Segregating the information and doing this little

chart for the workday might help the Project

Managers to make effective use of limited time.

Everything that we see or every event that occurs

provides a barrage of information. This is the

fantastic opportunity for Project Managers (PM)

like us to learn, assimilate and leverage the

knowledge generated using the tenets of

knowledge management section of PMBOK. For

those PM's advocating diversity, Ivanka's visit

would help them appreciate US's commitment to

women empowerment. For PM's who have

“Business on their mind”, this visit would help

them inspire innovators, create new initiatives,

and foster lasting partnerships with US business

houses.

Thanks and Best Wishes

Soumen De, PMP

soumen@pmibangalorechapter.org

Editorial Content Credit :

Himadri S. Chowdhury, PMP

- Capt. L. N. Prasad

PM Footprints: During the month two PM Footprints

thsession were held. On 9 November 2017,

Mr. Sairamakrishnan

Kuppasamy, Freelancer

Trainer and consultant on

Project Management and

soft skills, spoke on the

topic "Waterfall- >Agile- >

Hybrid: A Case Study” Continued on Page 7...

Chapter News rdOn 23 November 2017, Mr. Ranjit Raj,

Asst. Vice President – Analytics and

Consulting India, spoke on the topic

"Digital Marketing, Digital Analytics and

Digital Project Management". Both the

talks were well received and attended.

The Footprints

session of the E&C forum was held on

th18 November 2017. Mr. Sankar

Ramakrishnan, Director E2E Alliance

Pvt. Ltd, spoke on the topic "Project

Alliancing"

E&C PM Footprints:

Five Things Project ManagersWish Everyone Understood

Volume - 5 - Issue 9 December 2017

2 Page

they fail to realize is that such meetings

help more than just keep a track of the

project. Such meetings are the perfect

platforms for everyone to flag roadblocks,

challenges, impediments, and risks. For

new employees, such meetings are where

they get their daily tasks from their

leads. For experienced professionals,

such meetings help track their progress.

Similarly, the timesheet tool isn't there to

stop you from doing what you wish to. If

you put in the right number of billable

hours, you can concentrate on your work

and let the Project Manager worry about

total amount of work on the project.

That's what estimates are for.

Walk the same distance every day to

cover a long distance over a sprint.

Projects come and go, systems stay

forever: that one line, Project Managers

wish we understood. We should follow a

certain method of carrying out our daily

workplace activities, from a sub-task to

an epic and from a problem to its

resolution. We must comply with the

methods and, if possible, improve them

over time. Small steps eventually become

stepping stones. Small improvements

eventually lead to big improvements.

Co-create value by defining and

redefining your work practices.

There are times when smaller projects

can do away with the need for

Standardizing and Improving

Implementing Documentation at

the Core

documentation by largely including the

line-level changes in delta documentation

and email exchanges between

consultants and clients. However, that

doesn't negate the requirement for

documentation. All changes must

eventually confluence into a single

repository where we can track their

histories. So, documentation continues to

remain a major part of Project

Management. And, while some of us do

not consider it a billable activity, we do

need to run it in parallel with the test

sprints to remain on schedule.

Let documentation be the mortar that

holds the functional bricks in place.

This one applies to everyone. It is

important that we continue the learning

process. With every project, each

challenge should look like a rung in the

ladder of success for us. And, every such

ladder we climb should bring us a step

closer to our long-term goal. Of course,

saying this is easy. But, what is it that

Project Managers wish we understood?

That the learning curve is steep towards

the beginning and end of a project. And,

that's why assimilating the lessons

learned from a project is as important as

sharing insights in the beginning.

We must make sure that we formalize

and standardize the learning processes;

that we share learning lessons vertically

(not just from the lead to the engineer

but otherwise as well), horizontally (peer

reviews), and randomly (across teams

and levels); encourage free interaction

between and across project colleagues;

and ensure everyone (along with their

learning experience) is on the same page

on closure of a project.

Learn from others' experiences, and

contribute a few of your own, too.

Establishing a Pattern of

Learning

The future is like a dark room, and it is

better to enter it with your eyes wide

open. Project Management is one way of

making sure that your eyes remain open

with certainty – if not confidence. This

wisdom dawned on me recently. And,

while one part of me continued with the

documentation efforts, the other took this

opportunity to understand the basics of

Project Management – yes, from a

technical communicator's perspective.

Based on what I observed, here's what

Project Managers wish we understood:

Almost every day, we stumble upon

something that takes us longer than

expected to fix. That's a usual thing in IT.

More often than not, such delays extends

the project deadline. A delay of even a

couple of days might delay a project by a

month. Developers need to realize that

time and cost interlink. That's why

Project Managers expect us to come up

with an accurate estimation for our work.

Estimate time that's enough for you to

manage your work, including the almost

certain last-minute changes and goof-

ups. If you've delayed completing a task,

you might overrun your project deadlines

and that would be a costly affair.

A well-thought estimate bridges the gap

between uncertainty and certainty.

Some folks in my team feel that daily

stand-up calls or meetings are just waste

of time. Considering that most of them

work on more than one project at a time,

they are right to an extent. But, what

Scheduling and Estimation

Meeting and Tracking

PM Article

- Suyog Ketkar

Five Things Project ManagersWish Everyone Understood

Continued on Page 6...

Why Talent should be

Calibrated and not just Managed

Volume - 5 - Issue 9 December 2017

Page 3

This case might push one to adopt this

idea in a company with a known scenario

one is aware of. This situation need not

be a prescription to our present-day

problem but a valuable lesson for now

and times ahead – Change the

perspective of approaching the problem.

The important question I put forth to all

of us here is that, are we calibrating our

talent and supporting them with

adequate tools and techniques?

Calibration here relates to segregation of

skill based on competency and then

supplementing all levels of skill to

perform to the optimum. This calibration

requires intuitive planning and measured

interventions. This intuitive planning can

be done only by the in-house consultants.

For a typical project, what kind of skills

are needed? A calibration here will surely

help get the right people. Also shuffling

people across projects will be easier

using this approach.

Talent calibration is not just training or

upskilling/cross skilling initiative. It calls

for intricate administration of employee

capability optimization. This calibration is

not an off-shelf plan and it requires

customization of initiatives to the

organization skill and cultural demand.

Each level of workforce requires separate

and relevant sets of supplementing tools

and techniques.

The tools and techniques can be:

1. Skill imparting / development

2. Talent optimization through Training &

Development

3. Talent honing through Coaching &

Mentoring

4. Expertise leveraging – Consultation

(SMEs)

It requires skill assessment at skill levels.

It requires study and administration of

corrective actions (support) wherever

necessary. This is a continuous pursuit

which calls for different data slices at

different parts of time. This requires

precise data capture and analysis.

Talent and talent-related challenges keep

changing along with the changing

business opportunities. When managing

projects, the right talent is of utmost

importance; especially when people

across geographies, cultures are part of

the larger project team.

Every decade, the talent landscape

makes a tectonic shift and poses a new

set of challenges for the business.

Organizations have been effective in

tackling these challenges and with every

such experience, we grew wiser and more

mature. Each and every time there had

been a problem, the solution has been

made available through an insightful

change in perspective while approaching

the challenge.

The Asian crises in the late 1990s had a

global effect on multi country projects.

The South East Asian region - the nerve

centre of the crises, was on a growth

phase with several multi nationals

running projects in manufacturing and

financial services. The impact on

employment scuttled high profile projects

and on the flip side several new theories

emerged in Human Resource

management.

A classic example for our easy reference

can be from Yuhan-Kimberly's Respect

to the Human Dignity paradigm*.

The Asian crisis of the late 1990s

(approx. 1997-99) led many corporations

to restructure their workforce which

resulted in large layoffs. This would have

never been an easy decision and at the

same time, there was an uneasiness

between the workforce and the

management. While most companies

went with the common known decision,

Yuhan-Kimberly (henceforth will be

attributed as Y-K), paused before diving

into action. Mr. Kook-Hyun Moon, the

former CEO and president of Y-K was an

empathetic leader and he approached the

problem from a different perspective. Y-K

had brought down the production by 50%

and the redundant employees due to this

halt production were close to 40% of its

workforce. Instead of layoff, Mr. Moon

suggested job-sharing system, a system

that was referred as “four crew/two shift

system”.

Under the system, a team works the

dayshift for four days and another team

works the night shift for the same four

days. After four days, another two teams

took over the shifts and the previous

teams have four days off (3 days of rest

and 1 day of paid training). This brought

down the individual productive hours and

the individual wages were down by ~

10%. This was perceived as a better

option than laying off 40% of its

workforce.

The positive side of this practice was:

Upskilling /cross skilling the workforce

by mandated training hours

Adequate rest for the workforce to

start afresh without any fatigue

Saved time and effort to hire new

workforce and train them when things

were back to normal

This would have caused initial confusion

in consent from employees and allotment

of batches but they persevered through it

and when the tide was back, it was easy

for Y-K as it had saved itself from rehiring

40% of the new workforce and training

them to the task. They already had a

workforce better equipped in terms of

skills to handle the job, and in no time

their revenue jumped from US $332

million in 1996 to US $704 million in

2003.

Hewitt Associates and The Wall Street

Journal Asia ranked Y-K among top 10

companies on their list “Best Employers

in Asia”. The management changed its

perspective and calibrated the workforce

and worked on their skill level and it

reaped benefits in terms of revenue,

capability and productivity.

•

•

•

PM ArticleWhy Talent should be

- Madhu Karunakaran

Continued on Page 6...

Calibrated and not just Managed

GO, take that RISK!

Volume - 5 - Issue 9 December 2017

“Do you want 100 villages?”.

“No”.

“OK then…. Do you want to marry my

daughter?”

“No”.

The king was surprised and equally

disappointed, “Come on, you have taken

up my challenge and won it. You deserve

the award and should take one of these.

Please tell me, what do you want?”.

The young man said, “I just want to know

one thing… I want to know who pushed

me into the pond…”

Many-a-time, we hesitate to take up

challenges. We think too much to start

working on a new technology or a new

domain. There may be some projects that

we wanted to do but never took up

because of the risks involved.

But if we take a step

back and think, we

might realize that there

were instances where

we thought something

is impossible but took

it because someone

else had pushed us to

do it. The manager or

our mentor/coach

would have had a

discussion and

suggested us to take

that project. Or it

might have become a

mandatory need to

survive, so we took

that big challenging or

daunting task. But you

did swim across and

succeed, right? The

project, task that you

thought was impossible

once, was made a

reality just because someone took the

initiative for you.

If we take the initiative on our own, there

will be no need for someone else to push

us.

“If you want something you have

never had, you must be willing to do

something you have never done”.

All of us have career aspirations. We

would like to grow. We would like to have

certain positions or roles or designations

during our career. We want to be able to

take on bigger responsibilities. How can

that happen if we never take any risks?

Unless we take the first step, we can

never move forward. We can never reach

at higher levels unless we take up

challenges. If we continue to do what we

know and what we are comfortable with,

we will either remain where we are or we

might go down as others might get better

at it and take over.

This does not mean that one should

blindly take up anything and everything.

We need to analyze the risks or

challenges and come up with a plan to

handle them. All problems come with

solutions, just that it's hidden

somewhere. If we are alert and plan

properly, we will be in a position to

handle those challenges. You can take the

guidance and support from specialists as

needed. With the social networking

options we have these days, help can

come from anywhere. With proper

planning and support, one can take up

any challenge.

Instead of sitting and waiting for that fine

day where someone else will ask us to

work on something new, let us start

today. Look into what are those

challenging projects that you wanted to

do but didn't start because of the fear of

unknowns or the fear of failure. Create a

plan to take up one of those projects.

Identify the risks and come up with a risk

mitigation plan. Think of what help and

support you might require. Act! Succeed!

Reward yourself at the end. And

definitely the system will reward you as

well

So, why wait for someone else to push

you in to the waters? Go, take that

RISK!!!

Once a king organized a competition for

his people. There was a big pond in front

of his palace. The pond was filled with

crocodiles and poisonous snakes. He

announced that whoever swims across

the water can claim any one of the

following three rewards

– 1000 sovereigns of gold,

– 100 villages from his kingdom

– His daughter's hand in marriage!

Every day, people used to gather to see

who could muster enough courage to

swim across. However, no one was daring

enough to take up the challenge.

One fine morning, the crowd saw a young

man jumping in to the pond. People

started shouting in excitement. Amidst

the applause and encouragement, he

swam rigorously and made it to the other

end of the pond. The king was overjoyed!

He couldn't believe that someone had

taken up the seemingly impossible

challenge and won!

The king was now curious to know which

of the three rewards the victor would like

to claim. And so he asked him

“Do you want 1000 sovereigns of gold?”

The young man answered, “No”.

4 Page

PM Article- Srinivasan Radhakrishnan

GO, take that RISK!

Definition of VOLUNTEER Volume - 5 - Issue 9 December 2017

Page 5

PM ArticleDefinition of VOLUNTEER

- Sachin Sood, VP - Volunteering

of volunteering experiences. The

selfless act of volunteering provides a

spiritual enhancement as well.

Knowing that you made a positive

impact on someone is an emotionally

uplifting experience that can never be

matched by money or fame.

Donating time now will also aid in the

future. Volunteering strengthens

present skills and also shows an

employer that an effort has been made to

make an improvement. Such skills

include communication skills, ability to

work with others, ability to take direction

and lead others, dedication and time

management. Employers realize that as a

volunteer you must be able to prioritize

your schedule in order to devote time for

activities that benefit others. When

employers see active volunteer work on a

resume, they are much more likely to

hire said person rather than someone

who doesn't volunteer. Employers are

aware that most people who offer their

time are conscientious, honest and

hardworking individuals.

These are just a few reasons why

volunteering is important. Not only does

it bring hope and happiness to people,

but it also leads to spiritual and personal

growth. It is an experience that cannot

be bought with any amount of money.

Volunteering gives you an

opportunity to change people's

lives, including your own. It gives

you the satisfaction of playing a

role in someone else's life, helping

people/ organizations.

Volunteering is a way of giving

back to your community while

developing important social skills,

and gaining valuable work experience all

at the same time.

If you're looking for work, volunteering is

a good way to gain experience and

references for your course of life. Many

people work unpaid in order to gain

experience in very competitive fields.

You're bound to get more out of it than

you put in. The More you Give, the More

you get.

There are so many beneficial ways of

getting involved in and giving back to

your community of PMI Profession. Not

only is volunteering a rewarding

experience, but it helps you with

professional guidance and creates

reputations amongst fellow practitioners.

By giving up a few hours of your week to

PMI Local Chapter (BANGALORE INDIA

CHAPTER) by volunteering to help in

building a cohesive environment and help

them in running their flagship programs

such as Footprints, PMPC etc. Why not

spend a little time helping others,

because in the end, what goes around

comes around.

Volunteering is not only effective, but it's

a good way to meet people, learn, and

develop social skills. By helping or

supporting others, you learn and use new

skills.

Volunteering is important for numerous

reasons that benefit both the community

and the volunteer themselves. When

someone donates a handful of time, the

difference made is tremendous and it

shapes a community for the better while

the experience improves the person who

donated the time.

A volunteer also benefits themselves

because they get to see how their

contribution has made a difference. This

experience contributes to personal

development especially in areas such as

self-fulfillment, self-confidence, and self-

esteem which often flourish in the midst

Continued on Page 7...

A person who voluntarily undertakes or expresses a willingness to

undertake a service

PM Open SpacethThe PM Open Space on 13 October 2017

was organized at SAP Labs, Whitefield.

The session started with a welcome

speech by Mr. Rajnish Prasad. He started

with an example of ideal Project

Management in construction of the new

building where the session was taking

place and set the context for the speech

from Mr. Girish Kumar. It was completed

6 months ahead and put operational 3

months ahead of the schedule. Next he

discussed about a very common question

which everyone has –“Can I do it?” Some

PMs say while talking to the client – let

me check with my managers and come

back. He advised the young Project

Managers to show some leadership skills

and use authority to make decisions in

such cases. Leadership is not about title

but about the action he takes.

Mr. Girish Kumar, Director - Bengaluru

complex, BEL, presented on the topic

“Leading Effortlessely”. He explained that

“Effortless” means a situation where the

ability acquired far exceeds the skill

required to handle the job. The joy of

achieving goal energizes you. Also, you

expend energy while doing work, running

around. In this case, when energy

generation exceeds consumption there is

an energy surplus. A true leader exhibits

that energy.

Leaders are required for many reasons –

to avoid chaos, to move things, as an

anchor, to restore the integrity of the

society. How it works? Mr. Girish gave an

example of Master Weaver takes normal

cotton and converts in cloth, leader takes

ordinary people and converts them into

most powerful people.

PMPC 2017 Volunteer Celebration

6 Page

Volume - 5 - Issue 9 December 2017

Suyog Ketkar is a certified

technical communicator and a

published author. In his work

time, he is busy conveying

correct message correctly. In his

non-work time, he is a super-

busy father. You can reach him at

http://suyogketkar.com.

families. There were over 100 people who

joined the celebration. The day started

with a delicious breakfast, meeting &

greeting and a photo shot of the moment

with the families. Later the families

moved into the open hall set to enjoy the

fun-filled activities; there were several to

choose from and to engage each and

every member in a family. The elderly

took a walk around the greenery or just

relaxed on the stone benches. The

youngsters with adventurous streak went

for rock climbing, zip line and zorbing,

and Burma bridge rope ladder, among

others. Sport aficionados preferred

football, cricket, table tennis and

volleyball. The children enjoyed

swimming in the pool and the play area.

The biggest hit of all was the fish spa.

Towards the end, we all gathered to listen

to a short speech from the president

Mr. Basu Dutta. The finale was mementos

to volunteers in recognition of our

contribution to make the PMPC event a

success.

A special thanks to the Chapter Board

Members Balakrishna Kasibatla and

Praveen Jangira for organizing such a

wonderful event. The children enjoyed

the day out and the gifts brought smiles

into their faces. The day was fun and

fulfilling with good many people around,

yet quiet, calm and serene. It was a day

to cherish.

Conclusion

We know two things for sure: that all

projects and challenges are exclusive and

that changes and deviations happen. The

knowledge of the above-mentioned points

lends us an additional perspective to look

at the same problem (and solution) at

hand: the project.

After months of hard work to deliver an

event of such a magnitude with more

than 600+ delegates, next up without

any question was celebrating the success.

An escape into a faraway place. A just

reward to one's family that was

supportive and sacrificed a great deal

while we spent time organizing the PMPC

event. The outcome – a grand PMI

Family Day event!

Meticulous planning was the key to the

much-awaited celebration. A day out with

an extended PMI family at Mango Mist ndResort on 2 September. The resort was

chosen with care to give the families a

feeling of home away home where one

can enjoy a weekend in the lap of nature

with all modern amenities. A wonderful

opportunity to know, understand, learn

and appreciate each other better.

True to its name, Mango Mist Resort is a

beautiful place, ideal for a family's day

out. It is spread over 10 acres of land

surrounded by lush mango trees situated

on Bannerghatta road, about 25 kms

away from the hustle and bustle of the

city. Definitely a place to unwind.

Despite a heavy downpour, volunteers

turned up enthusiastically with their

Five things Project Managers ... continued from Page 2 Why Talent should be ... contd. from Page 3

Calibration of talent can happen if we are ready to

embrace the reality. This requires survey/study of

the Skill landscape and perception of the workforce

in terms of business, business challenges and

project / program requirements. This has to be

owned and driven internally. Human Resources

function, being the custodian of Talent of the

organization, should brace up this arduous ongoing

effort.

The HR shouldn't stop at being hiring shops for

talent. They need to run skill workshops to calibrate

and optimize the talent engine of the organization.

In a projectised organization, the talent/skill matrix

will be quite complex and varied. With HR

participating, a program view will give the correct

insight for the right talent in the portfolio of

projects.

Madhu program manages Managerial & Leadership

effectiveness initiatives, along with running the HR function

for the Bangalore office of Temenos.

*(Quoted from Book, Management Cases by Peter F Drucker).

PM Article- Selva Vijay, Volunteer & Organizing Committee Member

PMPC 2017 Volunteer Celebration

Volume - 5 - Issue 9 December 2017

Page 7

PMI Bangalore India Chapter -

Member's Speak•

•

•

•

•

•

I Joined PMI Bangalore Chapter to get assistance in completing my

PMP. Also, want to learn from PM community about best practices,

want to adopt them at my work - Mr. Joelisten, OPS and Services

Manager, Tesco India

Networking and Learning is my main reason to join PMI Bangalore

Chapter. - Mrs. Neeta Achhar Singh R, Associate Manager,

Advanced Biz and healthcare

To learn new PM process, grow and networking, PMI Chapter is one

of the best place, hence recommend joining - Mr. Parth Bag,

Infrastructure Project Management, Merck Limited

Networking for carrier opportunities and learning, PMI Bangalore

chapter is the place - Lakshmidhar Bonigi, Project Manager,

Fidelity India

To explore PMPBoK, Adaption of Agile in traditional PM approach is

the main reason I joined PMI Bangalore chapter, apart from

Networking opportunities - Malyaban Das (Aka MD), Delivery

Manager, Capegemini

To accomplish my PMP certification and explore the opportunities

that I can leverage, I joined PMI Bangalore chapter - Sourav

Dutta, Project Manager, Infosys

Like Mahatma Gandhi led the people in Dandi March. Leadership

is this capability which converts ordinary to extraordinary.

He talked about how a good team is created by processing the

collection of people. Processing means being unified, having

sense of mission etc. Master Weaver processes them before

combining, after they are evolved then combine them and this

gives you a “great team”. Leadership is about influencing people

for a purpose. So this is how the process of leadership goes on

– helping people evolve, combining and aligning them,

energizing and synergizing them for a cause or mission. Leaders

are never traders, they believe in principal of giving, not

receiving. When you give liberally you will get liberally. A very

simple example of this is - Just give ½ kg wheat to mother

earth and it will return multiple folds of it.

Mr. Girish presented the 4 basic constituents of leadership –

Integrity, Guiding Vision, Maturity and Passion. How the leaders

are created? Mahatma Gandhi was not a born leader. The day

there is guiding vision and passion, one becomes a leader. The

first constituent, Integrity is congruence of thoughts, words and

action. When you think something, say something and do

The second session

speaker for the day was

Mr. Ajith Alexander,

Managing Director,

QWIKSPEC, spoke on the

topic "Modernize

construction Process with

Technology”.

th thTraining classes were held on 11 , 12 ,

th th18 and 19 November 2017.

PMP QUEST:

Annual Members Meet: The

Chapter's Annual Members meeting was

thheld on 25 November 2017. 150

members participated in the proceedings.

The event was preceded by a special talk

on the Topic “Reorienting Oneself to stay

professionally relevant in a VUCA

Environment” by Mr. Raja Shanmugam,

Chief People Officer, Happiest Minds.

something else, you start losing integrity. The difference between

honesty and integrity is – when words confirm to truth, you are

honest but when reality confirms to words, this is integrity.

Honesty is subset of integrity. If integrity is there, nothing else is

required. Integrity is the basis of trust. If you are trusted by

people, they will follow you. If the integrity of leader is low, bond

is not so strong.

He gave simplest definition of leadership – “leadership provides

link between goal and people”. Leader provides connectivity. The

goal should be corrected and should be guiding vision which is the

second important thing after integrity.

Third constituent is Maturity – leader has to understand that one

step taken by him leads to thousand steps ahead. So have the

maturity before you take the first step. When Chaura-Chauri

happened, Mahatma Gandhi realized that my people are not ready

and he took the step back.

Fourth constituent is Passion – it is about energy and giving hope

to others. If you are passionate then you energize people and

before that to yourself. Inspire yourself and then inspire others.

All others will follow if above 4 constituents are secured. All of

them play very important role in choosing the right goal.

He explained about Tree of Leadership – where at root there is

integrity and discipline, trunk is “joy of giving”, hope are the

branches and confidence and self -esteem are fruits and flowers.

For higher order leadership we need – Values, Ethics and

Principles. Value is your feeling level disposition, it is internal to

you and you choose yourself. It underpins your choice of goals.

And Ethics are expression of those values. While Principles are

external to you – it means exactness and consistency. Life is

governed by principle and not you govern the principle. He ended

the speech with Mahatma Gandhi's quote “Be the change that you

wish to see in the world”

PM Open Space ... continued from Page 5

Chapter News ... continued from Page 1

Volume - 5 - Issue 9 December 2017

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

contactus@pmibangalorechapter.orgT +91 80 6583 3671, +91 80 2211 5772, +91 98868 14078http://www.pmibangalorechapter.org

ValueWorks; mail@valueworks.co.in

PM Essence

Disclaimer

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

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

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

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

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

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

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

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

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

unsolicited manuscripts or other material.

Technology Support : Ramesh Chandra Pathak, PMP

For any queries or suggestions, please write to Muktesh Murthy, VP Membership, PMI Bangalore India Chapter at membership@pmibangalorechapter.org

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

8 Page

PM Member’s Corner

We welcome all new

members and thank

members who have

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

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

November 2017.

Appended is the list of

a few FREE web-

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

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

December 2017, we

have shared same list

to your registered

email; this is a good

opportunity to earn

PDUs to maintain

your credentials.

The Lighter Side of PM

01/01/2016

01/01/2015 01/01/2017

01/12/2017

Retention

80.00%

60.00%

40.00%

20.00%

0.00%

Chapter Events

Chapter Events in Jan. 2018:

6

SAT

20 21 27 28SAT SUN SAT SUN

4

20

18

THU

SAT

THUPM Footprints

E & C

Footprints

Membership Count

2,000

1,500

1,000

500

0

2,500

01/01/2016 01/01/2017 01/12/2017

3,000