DishaDishaDishaDishaAiming to inspire individuals to actualize their po-tential, Ghaziabad Management Association, an autonomous management association was set up in 1982 as a Registered Society under the aegis of late Shri Sitaram Jaipuria. GMA has striven for man-agement expertise that can synthesize Indian ethos with international management thought and practices since its inception. During the short span of its existence, GMA has taken deep roots in the industrial city of Ghaziabad and has become an important forum of the business executives and other members to share their experiences and

ideas to further the cause of management. It is striving to outline the present and future problems con-cerning management, while looking for perfect harmony in human relationships, which can take many forms, such as corporate, employers, employees, customers, and the members of the society we live in and facilitate individuals and organizations to include best management programs. It wouldn't have been possible without the strenuous efforts of late Dr. C.B.Gupta, Ex Director of Institute of Manage-ment Technology & Founder President of GMA. The activities of GMA got a further fillip after securing the permanent affiliation to the Apex national body, All India Management Association, New Delhi, and registered under Societies Act.

VISION

MISSION

Monthly Newsletter of Ghaziabad Management Association

Volume 7

To enable Ghaziabad

organizations to de-

velop global competi-

tiveness.

Air Cooling and Air-Conditioning (HVAC)

GHAZIABAD MANAGEMENT ASSOCIA-TION organized a lecture cum interactive session with Mr. Shishir Bansal, HVAC Con-sultant, on maintaining proper indoor envi-ronment in industry. Mr Shishir Bansal is a Marine Engineer with 30 years experience in the field of air conditioning.

About GMA 1 - 3

Articles 4 - 7

Entertainment 8

INSIDE THIS ISSUE:

To ___________________________________

___________________________________

Ghaziabad Management Association

GO GREEN

To facilitate individu-

als and organizations

realize their potential.

HIGHLIGHTS

From : Ghaziabad Management Association 408, Ansal's Satyam Building, RDC, Raj Nagar, Ghaziabad Ph: 0120-2826867 Website: www.gmaindia.org

June 2015

LEADERSHIP FOR IMPROVING PRO-DUCTIVITY

With the above situation in mind, as prevail-ing in the industry here, GHAZIABAD MAN-AGEMENT ASSOCIATION organized a one day program on 8th May 2015 on Lead-ership for Improving Productivity for middle level managers/ team leaders which pro-vided suitable behavioral inputs to them and assisted them in managing their work for improving productivity.

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Highlights Continued on Page 3

2Disha Newsletter June 2015

Dear Readers,

Greetings of the day

The weather has improved over the last three days and has somewhat made a change in the working atmosphere too.

How much we hope that just like changing weather, Ghaziabad too changes drasti-cally and becomes a world class city.

Things seem to be getting better in terms of the infrastructure but the DNA of the city seems un-changed......

?I have been looking forward to seeing India and its cities be-coming world class but this dream still seems like a dream.

I have been wondering what’s wrong with Ghaziabad.... why it does not become world class.

To me the primary reason seems to be the mentality of the com-mon man.

The single point agenda of each individual seems to how he can fulfil his selfish needs.

Very few think in terms of how they can make the city better.

Let’s take the traffic as an example.

How many times we see a car comfortably driving in the oppo-site direction.

Just because the driver does not want to make the extra effort of making a 'u' turn?

How often do we see some-body clearing his bladder at the nearest available wall or spitting some reddish stuff on the road?

Most important, how many of us spare a moment to pro-test against such abuse?

Lets resolve to make Ghaziabad a first class model for other cities to fol-low.

I am very optimistic that once the mind set improves, the Industry sentiment will improve too.

Have a great day.

With best wishesMr. Asish Das

Our Team=====================

Editorial Advisory Board Members

Managing Editor

Design & Editing

Distribution & Logistics

Dr. R.K SingalMr. Anil AgrawalMr. Vinay Gupta

Mr. Asish Das

Mr. Rajesh Pandey

Mr. Anand Kumar

From the Desk of the Managing Editor

Highlights Continued from Page 1

G H A Z I A B A D M A N A G E M E N T ASSOCIATION organized a lecture cum interactive session with Mr. Shishir Bansa l , HVAC Consu l tan t , on maintaining proper indoor environment in industry. Mr Shishir Bansal is a Marine Engineer with 30 years experience in the field of air conditioning. He has been HVAC consultant to Tehri Hydro Development Corporation, Alstom Projects India Ltd , Druk Green Power Corporation Bhutan ,Welspun Energy (Solar Power Project). He is also HVAC

turnkey projects executer for BHEL, NHPC,NTPC , Jaiprakash Associates and many Semi-Govt and private industrial houses in electro-mechanical and electronic industries, Pharma industries and Hospitals .

This session was held at HOTEL FORTUNE INN GRAZIA, GHAZIABAD on Monday, 25th May 2015, from 7.30 pm onwards.

The event had been sponsored by M/s LG Electronics India Pvt. Ltd. who, in the end, gave a presentation regarding their products on Air conditioning and ventilation.

T h e s e s s i o n c o v e r e d t h e environmental norms to be followed in industry and in offices, its logic and also the provisions of the Factories Act 1948 in this regard. It w a s e x p l a i n e d t h a t m a n y enterprises limit their productivity enhancement of employees to the acquisition of skills. They do not fully leverage their physical work

env i ronment to improve work effectiveness. It is also observed that workers productivity cannot be optimal, if the conditions of work environment are not favourable. Mr. Bansal elucidated the subject with help of various photos, examples and effects of executing the changes as per norms.

This was attended by about 50- 60 persons, many of whom were Industrialists of Ghaziabad.

Air Cooling and Air-Conditioning (HVAC)

Disha Newsletter June 2015 3

LEADERSHIP FOR IMPROVING PRODUCTIVITY

In any industry, Middle level managers/ Team Leaders are the most important link between the management and the workforce they lead and workers and shop floor employees frequently turn to their Production Managers for direction and answers to their questions about their assigned duties.

In other words, production In-charge

must be able to ensure their assigned assembly functions deliver products that meet all company cost, quality and quantity requirements. With the above situation in mind, as prevailing in the industry here, GHAZIABAD MANAGEMENT ASSOCIATIONorganized a one day program on 8th May 2015 on Leadership for Improving Productivity

for middle level managers/ team leaders which provided suitable behavioral inputs to them and assisted them in

managing their work for improving productivity. A presentation on the subject and a number of exercises and other interactive activities were undertaken and the program was totally on interactive mode.

In this program 22 participants of middle management level from 8 member corporate organizations participated.

¤Understanding Self & identifying and Measuring their existing Leadership Style

¤Understanding Different Leadership Styles

¤T h e L e a d e r s h i p M o t i v a t i o n

Assessment & the Leadership Skill Assessment Leadership Matrix Survey and Self Analysis.

¤Assessment & developing Problem Solving Leadership.

The program was liked by all those present. There is a requirement for conducting more such programs for developing the middle management cadre of the organizations.

Disha Newsletter June 2015 4

Introduction

As per diverse studies conducted:

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¤

¤

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What is Project Management?

Over a period of time Project Management has evolved as a great in demand skill set across industries and has turned in to a sought after profession. The methodology which primarily started with the civil / construction projects extended to all areas which can primarily have activities grouped and defined as project/s.

Worldwide statistics showed that success rate of projects completing within scope, budget, schedule and quality was barely 30%.

Application of Project Management Knowledge Tools and Techniques has increased the success rate to almost 70%.

A study by the Ministry of Statistics and Program Implementation in India estimates the cost and time overrun in projects to be about Rs 10,000 Crores.

One of the reasons India is lagging behind China in economic development is considered to be shortage of certified Project Managers.

Project Management as defined by PMI®, Project Management Institute, USA, is: application of knowledge, skills, tools and techniques to execute projects effectively and efficiently.

Wikipedia defines it as the process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals.

As per APM – Association for Project Management, UK, Project management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives.

Various organizations / experts have defined Project Management in their own terminologies however the concept remains the same.

To understand it better we should understand what is a 'project'? This terminology as well is defined in different ways however for the present we will consider that Project is a temporary group of activities designed to produce a unique product, service or result. For example, construction of a building / bridge, development of a software, launching of a satellite, organizing of a concert / conference / election campaign, designing of a new car, etc.

Therefore when the knowledge, skills, techniques, best practices are applied to the projects, in other words the project management, then a product, service or a result is successfully created which is unique in itself. The successful completion of the project is primarily measured in terms of time, budget, quality, stakeholders satisfaction, etc. Stake holders are those who are directly or indirectly affected by the

Understanding Project Management

project including the owners, customers, users, etc.

Every project has a definite start and a definite end. A Project is usually divided into several Phases to have effective management control. Collectively Project Phases are called Project Life Cycle. Project Management best practices are applied through a number of Processes that are typical of most projects, most of the times.

Project Management has been practiced by mankind since long in one way or the other. Imagine how those massive projects like Pyramids of Giza, Great Wall of China, Taj Mahal, innumerous constructions by ancient and modern civilizations etc were built?

However, it was only in 1950s when Project Management started to be recognized as a distinct discipline and systematic tools and techniques started taking shape. These were applied by the US Department of Defense for complex engineering projects followed by NASA and large engineering and construction companies.

In the 1980s,manufacturing and software development sectors started to adopt and implement project management practices and by the 1990s other industries started using project management methodologies.

Two forefathers of project management considered are Henry Gantt, called the father of planning and control techniques, who is famous for his use of the Gantt Chart as a project management tool in 1910; and Henri F a y o l f o r h i s creation of the five m a n a g e m e n t functions in 1916 based on which the body of knowledge associated with Project Management took shape.

History of Project Management

Phase 1

Phase 2

Phase y Phase Z………….

Project Life Cycle

Initiating

Planning

Executing

Closing

Controlling

Project Management Processes

Disha Newsletter June 2015 5

Over a period of time several Project Management gurus developed, organized, defined, formulated various theories, concepts and best practices which helped evolve Project Management to the present form. To name a few: Eliyahu M.Goldratt (Theory of Constraints), HaroldKerzner (aka Father of Modern Project Management),HirotakaTakeuchi and IkjiroNonaka (Agile - Scrum), and many more.

Aka (also known as) Waterfall methodology is a kind of predictive methodology in which the course and objectives / outcomes are clearly defined. Some of the techniques developed and practiced are given below:

Program Evaluation and Review Technique: It is a project management tool that provides a graphical representation of a project's timeline. PERT was developed by the United States Navy for the Polaris submarine missile program in the 1950s. It allows the tasks in a particular project to be analysed, with particular attention to the time required to complete each task, and the minimum time required to finish the entire project. It is often used with CPM. It is also known as Network Diagram.

is also the graphical representation of the various tasks over a period of time in the form of bars, normally showing durations, relations, resources and other activity information. Simpler version is aka Bar Chart.

Theory of Constraints: it proposes that a project is a 'chain' of interdependent activities / links (departments, functions, resources) some of which may have potential for greater performance but cannot realize it because of a weak link that is an external or internal bottleneck (constraint). Central idea in TOC is identification and removal of such bottlenecks which is often through allocating additional resources.

Critical Path method: is a network analysis technique used in complex project plans with a large number of activities. CPM diagrams all activities, time required for their completion, and how each activity is related to the previous and next activity. A sequence of activities is called a 'path,' and the longest-path in the diagram is the critical path. It is 'critical' because all activities on it must be completed in the designated time, otherwise the whole project will be delayed. Also called critical path analysis or critical path methodology.

Critical Chain Project Management :Critical chain project management (CCPM) is a method of planning and managing project execution designed to deal with

Project Management Methodologies

Traditional Project Management:

PERT -

Gantt -

TOC -

CPM-

CCPM -

uncertainties inherent in managing projects, while taking into consideration limited availability of resources (physical, human skills, as well as management & support capacity) needed to execute projects.

Projects IN Controlled Environment version 2: PRINCE was initially developed in 1989 as a UK Government standard for information systems (IT) project management. Subsequently PRINCE2 was released in 1996 as a generic project management methodology. PRINCE2 has become increasingly popular and is now a de facto standard for project management in many UK government departments and across the United Nations System. This methodology encompasses high level management, control and organization of a project, but not lower level activities such as scheduling.

Current version is called PRINCE2:2009 Refresh (instead of PRINCE3 or some similar name). A version of PRINCE2 is being developed to manage projects that use Agile software development techniques.

Rapid changing environments where predictive methods were not succeeding necessitated the development of adaptive project management methodology which can keep pace with the changing environment. Agility of this adaptive methodology gave birth to the development of Agile methodology of Project Management.

Agile comprises of several methodologies: Crystal (1988), DSDM-Dynamic Systems Development Method (1995), XP-Extreme Programming (1996), FDD-Feature Driven Development (1997), ASD-Adaptive Software Development (2000), Crystal Clear, Lean Development, Kanban Development, Agile Unified Process, Essential Unified Process, Open Unified Process, Scrum ban, etc.

Scrum is the most popular of the Agile methods, and about half of all Agile projects use Scrum.

Scrum is an adaptive and iterative framework for managing projects and product development. It was formulated as a faster, more flexible approach to product development designed to deliver the greatest value in the least amount of time.

Agile is not just for software development as commonly thought to be. It can be used for any complex or simple project wherever sticking to the original plan can be dangerous and adapting to the changes / requirements can be fruitful. It has become synonymous to software development due to unclear outcomes and rapidly changing environment.

can manage estimation and planning, scheduling, cost control, budget management, resource management, communication, decision-making, quality management, contract management, documentation, administration, in fact virtually all aspects of a project. These may be PC based or web based with various interface devices like PCs, tabs, smart phones etc and can be applied across the enterprise.

Several Software have come up to meet the professions' requirements .They can be even integrated with the ERP system in the bigger organizations. Some of the most common ones are:

PRINCE2 -

Adaptive Project Management:

Project Management Software

Project Management Software

Disha Newsletter June 2015 6

¤Microsoft Project:

¤Primavera:

¤Omni Plan:

¤Project Administrator:

¤Ace Project -

Project Management Organizations, Certifications and Standards

AXELOS,

IAPPM,

is the most popular among the currently available project management software.

is a project management software program that is mostly used for bigger projects such as large construction projects

is an easy-to-use software program designed to assist managers in creating logical and manageable projects.

is a project management software tool that complements a scheduling tool such as Microsoft Project.

Project Management :it offers web-based project management, bug tracking and timesheet software

There are many more in the market and are used by various organizations as per the varying needs.

With the organized and systematic evolution of Project Management, several organizations took shape and are known for their contribution to the Project Management profession.

In 1956, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control) (www.aacei.org).

The International Project Management Association (IPMA) was founded in Europe in 1967,is a body comprising of 55 National PM Associations from all over the world. Its' core standard is the IPMA Competence Baseline (ICB), now available in Version 3.0. It offers certifications: Level A-Certified Projects Director, Level B-Certified Senior Project Manager, Level C-Certified Project Manager, Level D-Certified Project Management Associate. (www.ipma.ch)

In 1969, the Project Management Institute (PMI) was formed in the USA.PMI publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide), which describes project management practices that are common to "most projects, most of the time". It was recognized as American National Standards Institute (ANSI) standard (ANSI/PMI 99-001-2008) for Project Management. Currently PMBOK isin 5th edition. PMI offers multiple certifications: CAPM®-Certified Associate in Project Management, PMP®-Project Management Professional, PgMP®-Program Management Professional, PfMP®-Portfolio Management Professional, PMI®-ACP - Agile Certified Professional and others. (www.pmi.org).

a joint venture between the UK's Cabinet Office and Capita plc owns the PRINCE2 rights. This certification is in three levels: Foundation, Practitioner and Professional.

The International Association of Project & Program Management, formed in 2003as a global Project Management professional organization and association. It offers certifications: CPD-Certified Project Director, CPM-Certified Project Manager, CPP-Certified Project Professional. (www.iappm.org)

ISO 21500: 2012 -

Conclusion

Key Terms:

About Author:

Disclosure:

Guidance on Project Management. This is the first Project Management ISO. There are other ISOs for Risk and Quality Management in Projects.

Bureau of Indian Standardshas developed IS 15883 which deals primarily with Construction Project Management with respect to the Indian context.

Besides these, various countries have their own Project Management Associations having respective guidelines / standards and certifications. They may or may not be part of the IAPPM / PMA.

Rapid development of Project Management as a profession and studies demonstrating the usefulness of it in completing the projects successfully has opened a wide door of opportunities for individuals and organizations to recognize, adopt and put to use the best practices of Project Management for the success of their projects. This will result in huge savings in terms of resources and thereby improving the organizational profitability while meeting the customer requirements leading to improved business relations and more business.

As more and more projects are coming up with more and more demands from the project sponsors with more and more of constraints in terms of time, budget and resources, application of optimum Project Management is the only way out to meet all these requirements. Therefore Project Management learning and certifications offers a bright career opportunity for all concerned.

There is dearth of qualified Project Managers and our colleges and institutions are not fully meeting this requirement. This gap in academia and industry needs serious thinking and correction.

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Project Management, Project, Project Management History, Project Success, Project Failure, Project Management Organizations, Project Management Standards, Project Management Certifications.

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Mukul Gupta, PMP is a Project Management practitioner, trainer and consultant having more than 30 years of projects experience in India and abroad. He may be reached at mukul@shimuk.com for any discussions, queries, further information, etc.

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All information is compiled from experience / freely available search engines. Various brand names and respective organizations names are normally mentioned together.

Disha Newsletter June 2015 7

The Moscow Metro Has Some Beautiful Stations

1. Kiyevskaya Metro Station 2. Mayakovskaya Metro Station 3. Kiyevskaya (Koltsevaya Line)

4. Mayakovskaya Metro Station 5. Sretensky Bulvar Metro Staion 6. Slavyanskiy Bulvar Metro Station

9. Komsomolskaya (Koltsevaya Line)8. 7.

The Moscow Metro has 195 stations and its route length is 325.4 km (202.2 mi). Opened in 1935 with one 11-kilometre (6.8 mi) line and 13 stations, it was the first underground railway system in the Soviet Union. The system is mostly underground, with the deepest section 74 metres (243 ft) underground at the Park Pobedy station, one of the world’s deepest. As of 2013, the Moscow Metro is the busiest metro system outside of Asia, the world’s busiest by daily ridership and the 6th longest in the world.

Of those 195 stations many have interesting architecture and design that reflect the era they were built in.

Disha Newsletter June 2015 8

Joke of the day

Haryanvi called

Haryanvi replied

his mobile service customer care : "Re maari bhains ne sim khaa li aur bhaag gi...." !

Customer Care Executive (irritated) : " to main ke karoo ?"

: " Rey baavle tu manne yo bataa ki roaming to naa lagegi? ".

PICTURE OF THE DAY THOUGHT OF THE DAY

“I don’t think people s h o u l d h a v e boundaries put on them,

by themselves or society or another gender, because it’s our b i r th r igh t to experience life in whatever way we feel best suits us.”

~ Hilary Swank

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