Mr. Bharath S
PMP, Alcatel Development India

Bharath S is a student and practitioner in the field of Project Quality Management and Process Engineering. He holds a Bachelor's degree in Electronics Engineering, Certified PSP Engineer and Certified Software Quality Analyst from QAI USA .

He is also a Project Management Professional (PMP) from Project Management Institute, USA
He is currently pursuing his M.S in Quality Management, from IIQM/BITS, Pilani.

One of the essential aspects of Project Management is to deliver a product with a high-level of quality, at the same time balance the cost and lead-time constraints. Hence care should be taken to ensure that neither too much nor too little effort is spent to build quality into the product. Especially in product development scenarios – it is very important to use the right project/quality management practices to achieve the needed quality level and respect the project lead-time and cost factors.

This paper provides an insight into a simple, pragmatic, proactive project management method that can be used measure the reliability of the product (as early as code reading). The main highlight of this Reliability Model is that, it can be used in projects/organizations without adding any burden to the project management team, thus leading to a more global acceptance of this model.

This Reliability Model is ‘Value Based’ and not ‘Compliance Based’.

“Reliability Model for Project Management “ allows measuring the Remaining Defect Density [RDD] of the software product at any stage of the product life cycle, (as early as reviews - code reading/inspection) by using the ‘Defect Detection Efficiency [Person Hours/Defect]’ as the determining factor.

Mr.S.Subramanian,PMP
IBM Certified Project Manager
IBM India Pvt Ltd.

Seetharaman Subramanian is a PMI Certified Project Manager.
Joined IBM in 1992 and has overall 25 years of experience .
He works as the Deployment Leader for Rational Portfolio Manager in IBM .
He is also an active member of the Project Management Center of Excellence team driving the Project Management initiatives in IBM .

Prior to his current role he worked as a Program Manager in the Application Management Services , supporting customers from USA & EMEA

He is one of the IBM Certified Senior Project Manager and he is also a Certified instructor for the Project Management Fundamental course in IBM.

Need of the hour is a Successful Governance of project by the project manager
Usage of the right Project Management tool across the organization is the right enablers to achieve the above

Project Management tool provides value in 3 dimensions

Project Value
Improve the efficiency of Project Manager and Project team by Quick project startup , status ,etc.,
Improve effectiveness of the project team by supporting Business process and Collaboration

Business Unit Value
Support the Portfolio Management
Executive reports and facilitates decision making
Early deduction / reduction of troubled projects
Reduced Loss and Improved GP

Corporate Value:
Single investment stream in PM methods and tools
Support portability of Project Managers
Tied to PM profession and education

Provide productivity gains via management of :

• Issues
• Risks
• Changes
• Requirements
• Service Requests
• Action Items
• Defects
• Document Management
• Portfolio Management
• Resource Management and Labor Claiming
• Education

Key Results : It enables to have a real time insight of the project performance
Project Managers can automatically deploy the best practices
The Project Management knowledge areas are well applied
Highly Scalable and Secure
Stakeholders are highly committed

Dr Nalini Omtri, Ph.D., PMP
Senior Manager
Covansys Global Technology Services (India)
Bangalore

Dr Nalini Omtri, Ph.D., P.M.P., is a Senior Manager at Covansys Global Technology Services (India) Pvt Ltd, Bangalore, India. She received her M.C.A. and Ph.D. from Central University, Hyderabad, and has published a few research papers in International journals. At Covansys, she is associated with FNF engagement. Her current project management interests include Risk Management and Defect Analysis. She can be reached at nomtri@covansys.com

Risk Management is an activity to be performed throughout project management life cycle. The reassessment of risks and their impacts may lead to new insights into the project performance and control, as well as potential opportunities. For some types of projects, like short fixed bids, active risk management is very essential. An example is an outsourced fixed bid project, with tight schedule and budget constraints. Uncertain and changing requirements, short duration, inadequate testing/acceptance criteria, and the like make it hard to manage projects unless risks are actively and continuously monitored.

This paper looks at two recent approaches to risk management namely Risk Map and Critical Chain approach, specifically for risk identification, analysis and risk response planning. Risk Map extends the concept of risk exposure, and is a more comprehensive approach to risk management because this helps in risk response planning. When augmented with other techniques like risk leverage and SPC graphs, this aids in risk management throughout the project. Critical Chain/Theory of constraints embeds safety into the estimates and resources while not wasting the resources unnecessarily, thereby protecting project value.

Besides risk management at project or portfolio level, active risk management also needs to be looked at an organization level and has to be supported by effective tools and processes.

Ms. Kavita Singh, PMP

Kavita M Singh MBA, PMP, has over 13 years experience in model based software process improvement and project management across various firms, spanning a career of 24 years in the Information Technology Industry, including software development work. She trains and facilitates clients for Processworks Pte. Ltd, Singapore, in Project Management & Process Improvement Training Courses and Consulting in Singapore and Asia-PAC. She also works for Emerald Consultants Pvt. Ltd., India as a PMI approved trainer for the PMBOK® 2004 edition delivering a PMP Contact Training Course (35 hours) and other courses related to project management.

Most “managerial jobs” are associated with two tempting desirables – “Status and Money”. Many professionals may also perceive this career path as opportunity to “control” rather than “being controlled”. It may escape reasoning that accepting a managerial role only increases the number of stakeholders who will inevitably control the manager.

Managers besides having the task of managing the project (plan the flight, fly the plan, make mid course corrections), also need to provide the project and the project team with “leadership”. Is leadership a genetically endowed trait or a skill that can be acquired? Can we imagine a university program “Masters in Business Leadership” or will this be achieved in the workplace only?

Effective corporate/project leaders are not simply born or made; they are born with some inherent leadership ability which then needs to be developed via exposure. Leadership ability does require some personality traits (- a result of genetic and environmental factors), and an opportunity to let these traits bloom in a career opportunity via classroom, on-the-job-training and mentoring.

This paper’s objective is to present a case for the formal need to prepare project managers (at all levels) for formal leadership development via indoctrination. Leadership training - focus, effort and budget can augment the development of individuals as manager-leaders, and provide the necessary team and organizational leadership necessary in today’s challenging business environment.
This paper will discuss Leadership Managerial Roles for Project Managers based on ideas proposed by Dr. Henry Mintzberg - an international authority on Management and Leadership Education.

Keywords:
Leadership Training, Futuristic Managerial Roles, H. Mintzberg: Leadership Managerial Roles

Mr. Sreenath Iyengar
IBM India Private Limited

This papers gives real life example of how performance management with customer was drastically improved using a business intelligence solution.   Applicable for all Multi-Vendor, Large Projects of size >1000 +, geographically distributed project teams across the work involving cultural diversity.  

The solution is successfully implemented in one of the large Project spanning Europe, USA and Asia Pacific with high monitory stakes for non performance. By implementing this solution the entire customer management was shifted from an ambiguous situation to a positive and collaborative situation bringing in trust and appreciation from customer. The paper gives pointers to best practices and re-usability of the solution in similar environments

The case study provides challenges, issues and success of the approach taken. It also provides details of how the solution changed the entire customer perception on key parameters critical to customer. 

The paper provides an innovative approach to address customer issues by adopting new technologies which are complex to solve in conventional ways.

The key differentiator of the approach used is adoption of lateral thinking and moving to a higher level of abstraction to solve a complex problem

Every project manager acquires specialized skills within and outside the project management knowledge areas through trainings, going through projects, making mistakes, some learn through them, definitely these skills help get through the project management chores with success. If you start measuring the success factors, probably you need some key characters ingrained in a project manager that make him almost invincible.

This paper is to focus on some of those basic fundamentals that make a project manager not only successful but also set examples and processes to follow. This is an attempt to correlate the emotional aspects of a person to his regular day to day activities and set a roadmap for success.

Critical Success Factors in Building a PMO

PM Footprints program was launched on 5th October 2006 with great excitement and excellent response of participants. The program was inaugurated by Mr. V.Amar Bhaskar, President PMI Bangalore Chapter. He highlighted the objectives of the program,  to provide a forum for Experience and Knowledge Sharing amongst the PM community across the industries. The program will benefit the PM community as a very good learning ground both for the participants and the presenter and interactive question and answers session would provide a lot of exchange of thoughts and ideas.  He concluded with the message experience and knowledge is so precious and should be passed on and therefore the program is appropriately christened PM Footprints.