Presenter:

Lt Col L Shri Harsha, PMP
Indian Army

Lt Col L Shri Harsha, PMP, has been working with the Indian Army for the last 20 years. A Graduate in Civil Engineering and a Post Graduate in Business Administration, he has been an avid practitioner of Project Management theories. Human Resource Management has been forte and he has been fortunate to practice and test all theories propounded in life and death scenarios. He purses Project Management both as a profession and as a hobby.  He has presented papers at various professional forums at the National level. He also delivers lectures on Management topics as a Guest Faculty in various educational institutions.

Presenter:

Mr. Rajasekharan
Manager (project & SD)

Rajsekharan PMP having 13 years experience in information technology domain & primarily in IT service delivery, project management & quality.

Sustainability is key for business growth. There is an an increasing recognition that environmental, social & corporate governance have paramount importance to company’s performance. We have responsibility to understand & respond to our stakeholders need and expectation. It is contribution our company can make global sustainable development. Session will discuss need of present without comprising the ability of future generations to meet their own needs. How PM community can contribute to Corporate responsibility program.

Presenter:

Mr. Adinarayana Manjunath
Senior Manager
Kyocera Wireless India, wholly owned subsidiary of Japan

Adinarayana Manjunath has over 15 years of experience in analysis, design and development of business applications on a client/server environment. 7 years in Client server, 8 years in ERP Oracle Applications and in which 7 Years of Project Management and total 6 years of US experience and in depth knowledge on CMM process and QA. He has an MBA (Specialization in Project Management) from Canada School Of Management, Canada and Bachelor of Engineering (Computer Science), RV College of Engineering, Bangalore. Manjunath is a PMP since 2003.

This presentation basically talks about the facts of conflict management in HR management. Some facts are hidden with in ourselves. Are we effectively using or applying those facts to over come conflicts, from the day we are into the new team, new project…..etc.? An attempt will be made to answer some of the questions listed below.

• Why resolving conflict is a challenge for us and what we should do and know to diffuse it?

• Why do conflicts arise and what is root cause? Is it due to the self betrayal problem or any other reason and there consequences/results.

Presenter:

Mr. Vijayaraghavan Seshadri
Consultant on Project Management, Aerospace Business
and Intercultural Competency

Vijay has 25 years of experience in Aerospace industry with core competency in Project Management and worked with diverse work cultures like US, French and Russian work forces. He holds a Masters Degree in Electronics and a certified PMP, Six Sigma Black and Belt (Honeywell). Currently he is a free lancer providing consultancy on Project Management, Aerospace Business and Intercultural Competency.

Vijay gained his experience in program management working with Honeywell for 9 years, the last three years as Senior Program Manager at Honeywell US, (Defense and Space). Before relocating to Honeywell US he was leading the Program Management Group at Honeywell Technology Solution (HTS) at Bangalore where he instituted the Program management Group and PM competency. He specializes in aerospace programs and Managed Aerospace programs, Lead the six sigma initiative at Honeywell Bangalore and provided project management/SW Engineering consultancy to Honeywell US centers. Prior to joining Honeywell He was with the Indian Navy and Defense Labs in Project Manager, Design Assurance and Missile Maintenance roles.

He has presented papers in the PMI Asia Pacific Conference, Singapore, Honeywell SEPG conference at Amsterdam and Guest Lectured for PGSEM, IIM (B) and MBA class at Hamline University at St. Paul.

There are many challenges in managing Global Programs like remotely located teams, different time zones, cross team dynamics and conflicting interests etc. One of the major factors that can influence the efficiency of a global program or initiative is cross cultural dynamics between two different work cultures, which some time even impact the success of a global program. This plays out in many different ways like Communication Styles/ Accent and Fluency, Norms for Decision Making, Attitude towards Authority, One task at time Vs. multitasking and Leadership style, etc.

This has become such an important topic in the US that that there are a large number of books published on this topic, companies are hiring Intercultural Consultants and academic circles are conducting research and studies on this topic. For example Harvard Business Review has published many articles and case studies on this topic including one recommending strategies like Adaptation, Structural/Managerial interventions and Exit policies.

This session will high light the role of cultural dynamics through an accepted Hofstede’s frame work for comparing cultures, both the client and vendors perspectives, how does the cultural dynamics play out in different phases of the programs with practical examples, and conclude with recommended practices like “Negotiating Reality” to give the audience a clear perspective of the scope the problem and an approach to solutions.

Presenter:

Mr. Prashant Kamath
Delivery Manager
Target Corporation

Prashant is a Delivery Manager for Business Intelligence practice at Target Corporation ; a Fortune 33 Company with $ 60 Billion Revenues. Prashant focuses on Guest Related BI for Target like Campaigns, Compliances, Adhoc Reporting and Data quality Applications.
Before joining Target, Prashant worked as Head of Proudct Development for In4Velocity Systems (formerly known as Orbit-e Consulting) where he was instrumental in building an ERP for Real Estate and construction companies. He has a Masters degree in Management science from Pune University.

This topic explains about not just the WHATs but HOWs of project Management and Team Building.

It also talks about the opportunities the Managers have to build a stupendous team which can in turn play a major role in growth of organization.

Presenter:

Mr. Narasimham R V
Founder & Managing Director
Ryzohm

Narasimham R V is Founder & Managing Director of Ryzohm (www.ryzohm.com); a corporate learning solutions company. He has well rounded leadership and consulting experience in the global IT industry. His current focus is on technology based learning solutions, and he frequently conducts workshops on project, program & portfolio management for reputed organizations.

In his previous role, as General Manager at Wipro Technologies, Bangalore, India, he was heading the Industrial & General Manufacturing business practice. Prior to that, he was Head- European Operations for Telecom Service Provider division of Wipro. He has to his credit the successful delivery of one of the largest systems integration programs – a USD $70 million implementation.

Before joining Wipro in 1999, he worked as a consultant with Deloitte Consulting and Keane in USA and provided services to P&G, NCR and Rockwell Collins.

He has a Masters degree in Engineering from University of Missouri-Rolla, USA and completed executive management program at IIM-Bangalore. He is certified in Production and Inventory Management (CPIM) from APICS and is a certified Project Management Professional (PMP) from PMI, USA.

“Program Management” can best be described as a “strategy execution framework”. It means a holistic management approach to identify, create, optimize, integrate and deliver projects to achieve organizational goals.

Effective program management involves adopting “learning based methods” versus performance based methods and a “promise (benefit) - centric” approach versus a product centric approach.

This session will focus on briefly discussing the above paradigms as well as skills and leadership required for effective program management.

Presenter:

Mr. Rathinakumar Balasubramanian BE, PMP, FLMI
Senior Project Manager
Infosys Technologies Limited.

Rathinakumar, PMP, has more than 11 years of experience in the IT industry. He has proven expertise in Program Management and Project Management. He has successfully led major projects for Fortune 100 Banking, Insurance and Bio-informatics companies.

He is an active contributor to PMI Bangalore Chapter activities and is a regular in PMP Quest programs.

His interests are in leadership development, learning and development, web 2.0 world, cultural diversity and business ethics. He regularly blogs on his interests at www.brathina.blogspot.com

He currently works with Infosys Technologies, Bangalore as Senior Project Manager.

PMI has unveiled a revised code of ethics to meet the needs of the global project management practitioners. As part of PMI’s ongoing commitment to keep up with changes in the project management profession it has revised the Code of Ethics and Professional Conduct.

“The revised PMI code of ethics will be referenced globally as a standard to be aimed at.” says Ms. Rider PMP, an ESDC member.

Is this revised code of ethics applicable to me? How does it differ from the earlier one? We will take a quick tour of the code of ethics to find out the answers.

Let us then take a closer look at the revised structure of code of ethics and discuss how this Code of Ethics will help our profession, both individually and collectively.

An interesting case study to help reinforce the Code of Ethics will surely spice up the evening. We will close the day with one of most intriguing subjects – ‘Ethical Hacking’.

Look forward to have a highly interactive and informative discussion and make sure to take away the ‘wisdom of crowds’.

Presenter:

Mr. Athresh Krishnappa
Delivery Manager

Iteamic

Athresh is a Delivery Manager at Iteamic. A veteran in Java program management and with 18 years of experience in IT industry, he mentors project managers and facilitates competency and productivity enhancements in the organization. His previous stints include responsibilities as Program Manager at Wipro for Dun & Bradstreet and Development Manager at Siemens for Soarian Product Development.
Athresh’s responsibilities chiefly involve quality deliverables to clients and resource management for projects and enhancing quality of service in the delivery organization. He has managed teams up to 280 people and has extensive experience in Organizational planning and strategic thinking. An Agile Mentor and Productivity enhancement expert, he has also anchored Framework adoption and productivity enhancement techniques and tools at Iteamic.
Athresh holds a Masters degree in Engineering with Digital Electronics from Karnataka University and is a certified Project Management Professional from PMI, USA and an Agile Coach. He also holds certification in Account management from Wipro and PM@Seimens.
A member of Project Management Institute(PMI) USA, Indian Society of Technical Education and Agile World, Athresh was awarded Best Manager at Siemens Medical Solutions. He strives to enhance productivity and build high-performance Agile teams to ‘wow’ clients and enhance productivity at Iteamic by building an innovative culture.

The general perception of Agile and CMMi is that they are the antithesis of one another. Process Centric CMMi practitioners have a feeling that developers using Agile methods like XP and Scrum are lacking in discipline and out of control. Agile practitioners view their process centric counterparts as slow moving, restrictive and unproductive. Here is an effort to show how these seemingly contradictory disciplines can be brought together to maintain the velocity and agility of development at the same time preserving the quality and predictability by enhanced Process maturity.

Presenter:

Sqn. Ldr. (Retd) B C Srikanta
Scientist/Engineer ‘G’ (Retd.)
Project Director (Programme Management)
Aeronautical Development Agency (ADA)

Sqadron Leader (Retd.) B.C. Srikanta holds a Bachelors Degree in Electrical Engineering from University of Mysore, and has been trained in Aeronautical Engineering Course & Systems Management Course at IAF. He is a fellow of The Institution of Engineers (India), Member of the The Aeronautical Society of India (AeSI), Life Member of Programme Management Associates (PMA) and Life Member of United Service Institution (USI) of India.

He was working as Scientist/Engineer ‘G’ in Aeronautical Development Agency (ADA), Bangalore. He was responsible for coordinating the management of prestigious ‘Tejas’ Light Combat Aircraft (LCA) Program of India. He joined LCA Design & Development Team of ADA in 1986 and has 35 years of aeronautics experience. Prior to joining ADA, he served as a Commissioned Officer of India Air Force (IAF) and gained vast experience in maintenance of military combat aircraft as well as in training of aircraft maintenance personnel.

Program Management and Project Management are treated as synonyms in some application areas. Project Management is considered a subset of Program Management in aircraft Development Program and organizational approach is invariably through management by Projects, treating many aspects of development as Projects. In order to be successful, Combat aircraft Program Management process has to continuously address different aspects of Program like factoring unique requirements of Defense Services, assignment of responsibilities, changing actions as Program moves through different development phases, scheduling, budgeting, etc,. Effectiveness of planning and implementing Program Management processes dictate success or failure.

Although a late entrant in the field of aeronautics Research & Development (R&D), India took the calculated risk of forging ahead with the formidable indigenous Design & Development Program of Combat Aircraft with the objective of becoming a dominant player in aeronautics. A virtual Program Management Organization, with an autonomous organizational structure and a committed professional team, was commissioned to face technological & managerial challenges. Its mandate was to network all aeronautical institutions spread across the country, to bring people & organizations together, to work as a cohesive body with project focus, to accelerate decision-making process, to usher fast track procedures and to derive benefits to the Program within a meaningful time frame.

Combat aircraft is a high technology, complex engineering system having close inter-dependencies amongst various systems/sub-systems of the aircraft. Long gestation period and expensive R&D investments are associated with De-novo development of a combat aircraft. Program Management challenge was in planning and exercising effective control over development strategy changes, resource mobilization, user requirement changes, mid-course design iterations, obsolescence management, cost over-run, time over-run and risk factors arising due to extraneous circumstances. Indigenous combat aircraft development success is attributed to innovative implementation of traditional Program Management concepts.

Presenter:

Ms. Rekha Anil, BE, PMP, Prince 2
Program Manager
Honeywell Technology Solutions

• Project Management Professional, PMP
• Prince 2 certified practitioner (UK Government standard for IT project management)
• Six Sigma Green belt certified
  

Rekha Anil, PMP, has been in industry for 17 years and has vast experience in program management with demonstrated and proven track record of achievements in her field of work.

At present She is working with Honeywell Technologies Solutions as Program Manager. She was involved in managing multi disciplinary programs involving cross functional and global teams. Now she is part of Business and operation excellence team.

Feeling stressed out, worn out……???

Take a minute to completely absorb yourself in the present moment. Read on……

Is there a way to alleviate the stress out of day to day grind?

Is there a better way to make sense out of situations in the projects?

Is there way to enjoy and have fun while you move on the journey of the projects?

Can one detach without disengaging ourselves from projects?

A number of theories on human motivation, personal competencies and techniques are defined and documented.  However the key is to take a step back and understand the bigger picture. Detach and rejoice to bring the best out of the people and the situation, in order to have a successful journey of the project without hang ups. 

The secret is to go beyond and unfold……., when this happens we enjoy the project journey in fullness, both in ourselves and in others

Presenter:

Mr. Amrut Mohanty, PMP
Group Project Manager (Corporate Role)
Infosys

• Currently working in Infosys in a CORPORATE role as a Group Project Manager
• Over 16 years of IT experience in Delivery Management, Program Management , Client Relationship Management and Team Leadership at offshore and abroad
• Certified Project Management Professional (PMP)

Quantitative Risk Profiling process has changed the organizational approach of risk identification from reactive to proactive. The purpose is to identify the risk, quantify the risk, catagorize it in the proposal and contract stage. Our study says that most of the big ticket risks actually originates well in dvance in the lifecycle of the project. It was validated with lots of real data along with a cross functional team and all stake holders of a project. This new concept has been deployed organization wide to provide visibility at the proposal stage to mitigate the potential risks early on in the projects. Units are now enabled with organization wide standardized process, as a result of which the number of high/critical risk projects identified late in the life cycle has been considerably reduced.

Presenter:

Mr. Prakasha MS
PMP, Managing Principal
Oracle Solution Services

Has over 25 years of experience in Global organizations like Oracle, HCL Perot, Alstom,  Bharat Electronics ltd.

Experience covers IT Consulting industry, Electronics systems and Telecommunication systems Industry.

Areas worked includes Business development, Forecasting models, Pricing models, Strategy planning and implementation, Business consulting, Product Development, Program Management and Process models.

Current Position is Managing Principal at Oracle SSI located at Banagalore/India.

Leadership is subject widely discussed, researched and taught, it has wide influence on human performance. Despite of all the importance the subject remains a black box, its inner workings and specific dimensions can not be easily understood.  We often confronted with leadership issues in our work place, home, society, public places.

Qualities like integrity, honesty, enthusiasm, and ability to communicate are needed in a leader. Once these qualities are consistently demonstrated the subordinates automatically respect the individual and he is recognized as leader. Some argue that there is no way of training people to become leaders, however the statement

‘Leaders become leaders because they decided to become leaders’

opens up a way of training one to become leader; inspire individual to become leader.

Project Management in it’s classic definition is applying knowledge, skills, tools and techniques in activities of accomplishing tasks, which add up to become the project. Invariably balance need to be maintained between cost, time and quality, the stakeholders need to be managed to possible level of satisfaction.

Project Manager will be more empowered, will be more successful if he is inspired to become a leader and apply the leadership concepts in project management. The organization adapting leadership approach in Project Management will go a long way in improving the environment, community in which they operate and thereby making a big impact on the world and the way we live.