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PM Footprints 2008

The
PM
Footprints
calendar
is
as
follows.
|
Date |
Topic |
Presenter |
|
10th July 08 |
Change Management –
A Case Study illustrating some techniques

|
Mr. Vijay Prasad
Director & Senior Vice President, CIO
Satyam Computer Services Ltd.
Hyderabad
|
|
Completed programs |
| 26th June 08 |
HRM in Project Management – A new perspective
|
Lt Col L Shri Harsha, PMP
Indian Army
|
| 12th June 08 |
Principles
of Sustainable development
|
Mr.
Rajasekharan
Manager (project & SD)
|
|
29th May 08 |
Facts
of Conflict Management
|
Mr.
Adinarayana Manjunath
Senior Manager
Kyocera
Wireless India, wholly owned subsidiary
of Japan. |
|
15th May 08 |
Global
Teams and Cross Cultural Dynamics
|
Mr.
Vijayaraghavan Seshadri
Consultant on Project Management, Aerospace
Business
and Intercultural Competency |
|
1st May 08 |
Building
High Performance Team
|
Mr.
Prashant Kamath
Delivery Manager
Target Corporation |
|
17th Apr 08 |
Effective
Program Management
|
Mr.
Narasimham R V
Founder & Managing Director
Ryzohm |
|
03rd Apr 08 |
Breaking
down the Code of Ethics
|
Mr.
Rathinakumar Balasubramanian BE, PMP, FLMI
Senior Project Manager
Infosys Technologies Limited.
|
|
20th Mar 08 |
Process
in an Agile world: Agile and CMMi - Can
there be a confluence?
|
Mr.
Athresh Krishnappa
Delivery Manager
Iteamic |
|
06th Mar 08 |
Engineering
Development of Combat Aircraft: Programme
Management Challenges & Work Through |
Sqn.
Ldr. (Retd) B C Srikanta
Scientist/Engineer ‘G’ (Retd.)
Project Director (Programme Management)
Aeronautical Development Agency (ADA) |
|
21st Feb 08 |
Spirituality
and Project management |
Ms.
Rekha Anil, BE, PMP, Prince 2
Program Manager
Honeywell Technology Solutions |
|
07th Feb 08 |
Quantitative Risk Profiling |
Mr.
Amrut Mohanty, PMP
Group Project Manager
(Corporate Role)
Infosys |
|
24th Jan 08 |
Leadership
in Project Management |
Mr.
Prakasha MS
PMP, Managing Principal
Oracle Solution Services |
|
10th Jan 08 |
An Introduction to Critical Chain |
Mr.
Srikant
Sr. Manager, Program Management
Sapient |
|
|
|
Footprints Archives |
|
Click here to see
a list of 2007 PM Footprints program archive
|
|
Click here to see
a list of 2006 PM Footprints program archive
|
|
|
Program:
|
PM
Footprints - Experience & Knowledge sharing forum
|
|
Venue:
|
Central Park
Hotel, 47/1,
Manipal
Center,
Dickenson
Road,
Bangalore.
|
|
Time:
|
6.30
p.m. - 8.00 p.m. (Every alternate Thursday)
|
|
Fees:
|
Rs.
200/- (50% discount for PMI Bangalore chapter members)
|
|
PDU:
|
1
PDU (Professional Development Unit)
|
|
|
The program content will comprise of a speech /
presentation on contemporary PM topics of interest
across industry. The program presentation will be
for about an hour followed with interactions and
knowledge sharing amongst fellow PM community. The
program will provide great opportunity for both
the people desirous of presenting their works /
papers to share their learning and thoughts and
also for the participants.
This
program is being planned to be conducted every alternate
week on a fixed day of the week, fixed time and
fixed venue. All participants and presenters will
be entitled for 1 PDU per program and they can claim
the same using the registered number for the program
given by PMI Bangalore Chapter provided they satisfy
the criteria to attend the program completely. As
per PMI norms, an attendance register will be maintained
at the venue to record the details of the participants.
The
fee for the PM Footprints is Rs.200 to be paid at
the venue by cash. 50% discount for current PMI
Bangalore Chapter Members. (Proof of valid membership
number to be produced on request to avail discount).
Light refreshments will be provided at the venue.
Seats
for the programs are first cum first serve basis
and we recommend you to call up PMI Bangalore Chapter
Office, Mr.
Sathyamurthy at 22370400
or 9886814078
and confirm your attendance in advance to help us
plan for the seats etc.
|
|
10th July 2008 |
Change Management –
A Case Study illustrating some techniques |
| Presenter: |
Mr. Vijay Prasad
Director & Senior Vice President, CIO
Satyam Computer Services Ltd.
Hyderabad
Vijay is the CIO of Satyam Computer Services Ltd. Vijay joined Satyam Computer Services Ltd. in 1996. From 1996 to 1998, he managed units providing solutions for large global customers.
In 1998, he assumed charge of Enterprise Applications and Business Intelligence Solutions-business unit which grew to US$ 500M practice.
Vijay is recognized as outstanding contributor & ambassador of Satyam School of Leadership.
From 1985 to 1996, Vijay worked in the USA at Quick Response Services Ltd, Richmond, California, and Wells Fargo Bank, San Francisco, California.
From 1984 to 1985, Vijay worked at Hoechst Pharmaceuticals Ltd. Melbourne, Australia.
He started his career in 1977 with Tata Consultancy Services, Bombay, India. While in TCS, he worked at New York State Education Department, Albany, New York, American Express in UK, Slavenburg’s Bank in the Netherlands, and New Zealand Post Office in New Zealand.
|
| Details: |
As world economy is going through rapid changes, our workplace too is constantly undergoing change. To succeed in such a scenario, we have no choice but to understand the change, its causes, the positive and the negative forces and adopt/conquer change by managing it effectively.
The objective of this session is to bring out the key elements of change - what is change, the drivers for change, why we resist change, what is change Management, challenges in change management, and techniques of change management,.
Also discussed in this session will be a case study illustrating some of the techniques of managing change. |
Top
Completed Programs Archive
| 26th June 2008 |
HRM in Project Management - A New Perspective |
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.
|
| Details:
|
“HRM in Project Management – A new perspective” an apt topic in today’s turbulent markets. He will be sharing his views on the challenges facing Project Mangers in managing their teams and illustrate it with a case study from the Construction Industry. |
Top
| 12th June 2008 |
Principles of Sustainable development |
Presenter:
|
Mr.
Rajasekharan
Manager (project & SD)
Rajsekharan PMP having 13 years experience in
information technology domain & primarily
in IT service delivery, project management &
quality.
|
| Details:
|
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. |
Top
|
29th May 2008 |
Facts of Conflict Management
|
| 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.
|
| Details: |
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.
|
Top
|
15th May 2008 |
Global Teams and Cross Cultural
Dynamics |
| 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.
|
| Details: |
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.
|
Top
|
1st May 2008 |
Building High Performance
Team |
| 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.
|
| Details: |
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.
|
Top
|
17th Apr 2008 |
Effective Program Management |
| 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.
|
| Details: |
“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.
|
Top
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03rd Apr 2008 |
Breaking down the Code of
Ethics |
| 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.
|
| Details: |
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’.
|
Top
| 20th Mar 2008 |
Process in an Agile world:
Agile and CMMi - Can there be a confluence? |
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.
|
| Details:
|
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. |
Top
|
06th Mar 2008 |
Engineering Development of
Combat Aircraft: Programme Management Challenges
& Work Through |
| 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.
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| Details: |
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. |
Top
|
21st Feb 2008 |
Spirituality and Project
management |
| 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.
Apart from program management, she was extensively
involved in customized Project management Competency
development program in organization. |
| Details: |
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 |
Top
| 07th Feb 2008 |
Quantitative Risk Profiling |
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)
|
| Details:
|
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. |
Top
| 24th Jan 2008 |
Leadership in Project Management |
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.
Expertise in conceptualizing, defining process models and frameworks, experienced in bringing models in to reality. |
| Details:
|
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. |
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