Ravindra Prasad is working as Development Manager at Tesco HSC. He has total 9 years 6 months of experience in IT in which 3.5 years are in project management. He has experience in different projects that span across production support, maintenance and application development areas. Before joining Tesco he worked with Tata Consultancy Services and Infosys. His stint at international locations Brazil, USA and Australia helped him gaining knowledge in different ways of knowledge transfer and project delivery. Other than project management, he actively participates and contributes to Knowledge management, competency development and CSR activities. He is member of PMI and KM forum. Painting is his hobby (www.ravindraprasad.net) and his new interest is web 2.0. He did his M.Tech in Production Engineering from Sri Venkateswara University and recently completed Retail Certification from IIM-B and Tesco.

Mohan Srinivasan is an entrepreneur, leading an independent Business Consulting firm based out of Bangalore – Nth Dimenzion. Before venturing on his own, Mohan headed the Business Consulting division at Satyam, dealing with the entire value chain viz. Supply Chain management, Product Lifecycle management , Supplier relationship management, Process Consulting , Quality Consulting and Customer Relationship management.

Cumulatively, he has around 20 years of work experience in IT services and manufacturing industries with companies like HAL, Kirloskar and Satyam. His focus has been on practice building, consulting and operations management. He is an alumnus of IIM-Ahmedabad and IIT-Chennai. He is an ardent exponent of TOC-Theory of constraints propounded by Dr. Goldratt

Ramakrishnan has over 25 years of experience in the IT industry, managing organizations delivering software products and solutions to global customers. As a Vice President, he currently heads the Operational Excellence Group at Sasken Communications. Earlier Ramakrishnan has taken on leadership roles at Mascon Global Ltd and PSI Data Systems in India; Citadel Investments, Reuters, McDonalds Corp among others in the USA and has been a key player in both technical and managerial functions. Ramakrishnan holds a Master of Project Management from Keller Graduate School, Chicago and Master of Engineering from Indian Institute of Science, Bangalore.

Kuldeep Singh is presently the Technical Account Manager & Security Ambassador APAC at Sun Microsystems India. He is responsible to support the Account Manager in the Region and evangelizing on Sun Technologies & a vision for information security strategy and architecture,working with teams across different location in the Region .

He has Sound experience in Information Technology & project management,ITIL (Service Delivery ),business development, Consulting & client solutions.

Program management with extensive experience in project planning, cost and schedule management, requirements analysis, Product Life Cycle (PLC) management,SDLC, project management infrastructure development, IT life-cycle development process , and budgeting process, project leadership and best practices, project diagnosis and recovery,
project management training and group facilitation.

Kuldeep Singh's Specialises with:

• Certified Project Management Professional(PMP)
• Certified Information Technology Information Library(ITIL) –Service Delivery
• Cisco Secure VPN Specialist(CSVPN)
• Cisco Secure PIX Firewall Specialist (CSPFA)
• Securing Cisco IOS Networks (SECUR)
• Certified Information Systems Security Professional (CISSP)
• Six Sigma Methodology & Tools
• People management

Rajeev Srivastava is working as the Deputy Project Director (Programme Management-MCA) with Aeronautical Development Agency, which is headquartered at Bangalore. His responsibilities at ADA have included Programme Management of the Air Force variant (Tejas) and naval variant of the Light Combat Aircraft (LCA) and the next generation fighter aircraft.

Starting his professional career as the first Graduate Engineer Trainee of Tata Davy Limited at the Tata Iron & Steel Company Ltd. (TISCO), Jamshedpur, he has handled projects right from the first day of his professional career, and has 19+ years of rich & diversified work-experience in execution and management of engineering and software projects.

He is guest-speaker/guest-faculty in seminars/workshops/training programmes on Project/Programme Management at Indian Institute of Science (IISc) [since 1999 which covers all knowledge-areas of Project Management], 92nd Indian Science Congress, Ahmedabad (2005), HAL Management Academy, Bangalore, Institute of Technology Management, Mussoorie (Uttaranchal), Birla Institute of Technology, Mesra, Ranchi (Jharkhand), Institute of Plantation Management, Bangalore, Institution of Standards Engineers, Bangalore, Broadcom India Pvt. Ltd., Bangalore, BAe-HAL Software Ltd., Bangalore, Combat Vehicle Research & Development Establishment (CVRDE), Chennai, Centre for Aeronautical Systems Studies & Analyses (CASSA), Bangalore and Electronics & Radar Development Establishment (LRDE), Bangalore. He has been a trainer of Microsoft Project and Primavera Project Planner.

He is a member of professional bodies like All India Management Association, New Delhi, Bangalore Management Association, Bangalore and Aeronautical Society of India, New Delhi and has been a member of the PMI, USA during the year 2002-2003.

Sujit Mishra, a certified PMP, has over 15 years of Experience in the Industry. He is currently working as a Delivery manager in Dell. He has a superior record of delivering simultaneous large-scale, mission-critical projects on time and under budget with impressive results. Received many awards for delivering on-cost and on-time in several large projects/programs and superior customer experience. He has worked in many international locations and gained experience in their way of managing projects. Based on his practical experience in Project and People management he has written a book titled “Software project management Success- How to effectively manage Large and complex IT projects”.

He was also a Faculty member in PMI, Bangalore chapter. He has published many articles in International journals.

Manish has over 13 years of experience in IT Industry. He is currently working as a senior consultant in Project Management Center of Excellence in Infosys. He has executed multiple multi-million projects / programs for some of the USA based fortune 500 companies in the domain of Finance, Manufacturing, Mining, and HR. He is M. Tech. in Industrial Management from I.I.T. Kanpur and B. Tech. in Computer Science from N.I.T. Warangal.

Has around 12 years of experience in IT Industry and working with IBM from past 9 years. Currently Working as an Advisory Project Manager in IBM. Extensively worked with multi-geography/multi-location projects on consolidating support from India. Currently taking care of a Worldwide application that caters to the needs of America, Europe, Asia, Australia. This application takes care of Incentives & Commission calculation for the Field force of IBM Sales & Distribution organization. He is a Master of Science in Nuclear Physics from Andhra University.

Shobha Ramesh has a career spanning 20 years in the IT industry in organizations such as Satyam, SLK Software, Kirloskar Computer Services Ltd and BFL Software Ltd.

She has over 12 years of experience as a Project / Program Manager and has handled projects of sizes ranging from 1 – 100 person-years on UNIX, J2EE, Microsoft, TIBCO and Livelink platforms in various types of client engagement models like offshore model, onsite-offshore model, multi-site / multi-vendor model, staff augmentation model etc.

She has managed large ODCs containing development, maintenance and production-support activities.

As part of her project management activities, she has specialized in product development and in Release & Configuration Management for large projects with multiple teams.

She has managed projects for a wide variety of customers including domestic, US, Japanese, Chinese and Australian customers in the Retail, Automotive, Banking, Manufacturing and Business Performance Measurement domains. Shobha’s analysis and design skills include OOAD, SSAD, Database Modeling and UML.

Shobha has completed her M.Sc in Mathematics in 1985 from IIT Chennai.
Some of the organizations where Shobha has trained:

• HCL Shipara Technologies
• IBM
• Intellinet
• Microsoft
• Misys
• Satyam Computer

This discussion addresses the initiation, monitoring and managing of PMOs
What is a Project Management Office?
Driving factors for setting up a PMO
PMO in context of Project, Program and/or portfolio
Various activities of a PMO
Defining the scope of a PMO
Examples of PMO
What makes a PMO successful?
Issues in managing a PMO
A Case Study - Experiential learning

SK Mishra is presently the Vice President Quality at Infinite. He is a member of the leadership team in the Company. He graduated in Electronics & Communication Engineering from Indian Institute of Science/Bangalore. He is an ME in the same subject from Pune University & MBA in marketing. He is a CSQA , PMP and an ISO 9001:2000 Lead Auditor. He has also been GB and BB trained by GE in last 12 months He has handled about 6 -7 projects as a Sr PM largest being a production support project of about US$3 Mn with a fortune 10 Client He has led the company’s Quality initiative from the very beginning; infact scripted the company’s quality journey. He was instrumental in the company achieving CMM L3/CMM L 5/CMMi L5/ISO 9001:2000 ,ISO 27001 and Six Sigma initiative during his last 6 and ½ years with the company. He has a total of about 28 yrs of experience. He is an active member of SPIN & PMI Bangalore Chapter. Prior to joining Infinite, he was with the Indian Navy for 22 years after his Engineering and sought voluntary retirement as a Commander.

He has worked on different roles across the disciplines of Development, Project Management and Architecture for Fortune 500 clients in his IT career of 17 years. He has helped deliver several enterprise software solutions in the past several years. His areas of expertise include architecting enterprise applications, construction of software development tools and agile project delivery. His current areas of interest include service-oriented architecture, agile methodologies and global e-business solutions. He is a Microsoft Certified Architect in Solutions. He has a Bachelors degree in Computer Science, Masters in Software Systems, and a Ph.D in International Business.

Qualification: M. Sc. in Computer Science (Software)
Current Assignment: Team leader for project in Digital Entertainment.

Previous assignments /activities:

• System Analyst in Satyam Computer Services Ltd, Bangalore India. Executed project in EMS/NMS and Rocket (a tool for Managing project and resource forecasting tool)
• Software Engineer (contractor) in Eastman Kodak, Beltsvile,MD. Executed projects in Java and J2ee.
• Software Engineer (contractor) in Eastman Kodak, Beltsvile,MD , USA. Executed projects in Java and J2ee.
• Software Engineer (contractor) in Verizon, Arlington,VA, USA Executed projects in Java and J2ee.
• Software Engineer (contractor) in C-DAC Pune, India. Executed Decision Support System for Western Naval Command Mumbai, India.
• R & D Engineer in Telenet System Pvt. Ltd, Mumbai,India. Worked in telecommunication domain.

Senthiyl S S G, MBA, the Managing Director of Arbinger South East Asia, leads his team in delivering Arbinger's technologies, intellectual properties and programs in South-East Asia with the concerted objective of leading and supporting organizations, families and voluntary organizations in their transformation efforts.

The Arbinger Institute is an international training and consulting firm headquartered in the United States. Arbinger principles and technologies, discovered by scholars working at the deepest levels of the human sciences, provide a framework to support lasting solutions and meaningful relationships at home and work.

Project Management is now a KEY integral part of life in an organisation. People come together from diverse backgrounds for periods of time and expected to deliver results.
This brings out all kinds of challenges. Some of them include poor relationships, silo thinking, lack of teamwork, lack of trust and conflict.
With all these challenges, the Project leaders and teams need to work and deliver the mandated results of these projects in a timely way, within budget.
To ensure that the results are achieved, various strategies are used to overcome some of the challenges identified. The strategies used have given teams varying degrees of benefit and results.
Now, what if there is a more effective way for staying result focused and getting the best out of the team and getting optimal results?
The approach is about addressing the costliest problem in most organizations which is a little known problem at the heart of the human sciences.
Here is the problem: Most people feel that others cause problems, but few people feel they themselves cause them. Consequently, no one feels responsible, and individuals and organizations seem doomed to live with problems no one seems willing or able to solve.
This problem, known by scholars as the problem of “self-deception or resistance,” devours organizational resources. For example, all of the common “people problems” relating to leadership, communication, change management, conflict resolution, team-building, merging of organizational cultures, alignment, labour relations, trust, and so on, are manifestations of self-deception. Problems in these areas remain pervasive because attempts to solve the underlying problem have consistently failed.
Understanding the enormity of the issue, scholars working at the deepest levels of the human sciences have been searching for a solution to the self-deception problem for over a hundred years. In ground breaking work, an international team of scholars associated with Arbinger, has finally identified how self-deception happens, why we put up with it, and what to do about it.
Hailed as a major development, this solution has profound implications for personal, leadership, project and organizational performance – implications that turn conventional wisdom on its head.

Qualification: M.Tech in Electronic instrumentation
ISRO joining date: May, 1985 (22 yrs. experience)

Current Assignment: Deputy Project Director (Product Assurance) for W2M project, a satellite to be delivered for Eutelsat, France.

Previous assignments /activities:

• Technical consultant (resident at USA) on behalf of ISRO for Measat Satellite Systems, Malaysia in realization of Measat-3 Spacecraft, manufactured at Boeing Satellite Systems (formerly Hughes Space, Systems) - Los Angeles, USA.
• Head, Spacecraft Electrical systems Evaluation Section RAED/SRG -responsible for Reliability/Test & Evaluation of all electrical systems of all projects.
• Member - Space Generation Task Group, a select team of youngsters to provide inputs for planning ISRO activities up to 2020.
• Faculty member, IISC for course on Satellite Engineering.
• Conducted R & QA seminars / given lectures at RCI-Hyderabad, IISC, LRDE.
• DPD (Product assurance) – TES / IRS-P5 projects.

The concepts of quality and reliability were built in to the system development cycle of defence and aerospace sectors, almost since their inception. Of these, the requirements were much more stringent for space segment, primarily due to its un-attended nature and limited testability. This talk aims to give an over view of range of product assurance tasks accomplished for ISRO’s spacecraft projects comprising parts, materials & process control ,design assurance, test & evaluation, software assurance, non conformance control, configuration control , derating analysis, failure mode effects & criticality analysis Reliability apportionment / prediction, fault tree analysis and worst case analysis. Apart from over view of technical activities performed, insight is also provided in to the managerial challenges associated with their implementation. The additional efforts involved in PA efforts, with ISRO’s entry in to global market are also addressed. In order to provide better understanding of the intricacies, few case studies are highlighted.

Ajikumar TN is a Senior Manager in the Testing Services Division of Wipro Technologies, Bangalore. He holds an MBA in Software Enterprises Management from Indian Institute of Management, Bangalore and a B.Tech Degree in Electronics & Communication Engineering. He has got around 12 years of experience in Software industry and has worked for enterprises like BPL Telecom earlier. He may be reached at ajikumar.narayan@wipro.com.

He has got the following certifications

• Certified Bullet Proof Manager, Crestcom, Colorado, USA, 2003
• Certified in Business English University of Cambridge, UK, 2003
• Certified Project Management Professional PMI, Pennsylvania, USA, 2004
• Certified Black Belt of Six Sigma DMAIC, Wipro Technologies, 2005
• Certified Black Belt of Six Sigma DSSS+, Wipro Technologies, 2005
• Certified Lean Methodology Leader, Wipro Technologies, 2006
• Certificate of Management Studies, U21 Global University, Singapore, 2006

• Paper ‘Effort Estimation Methods’, wipro.com site. Dec 2004
• Paper ‘Anomalies and Suggestions for Sigma Calculation’, ISI-NIQR Magazine Nov 2005
• Paper ‘Navarathnas in the Court of Testing’. STeP-IN Forum website. July 2006

• Presentation on ‘Robust Testing Methodologies’ as a co-author in STeP-IN Forum 2005 International Conference. Jan 2005 (Bangalore)
• Presentation on Wipro’s OA and Reliability techniques as a co-author in ISI-NIQR Forum. Nov 2005 (Bangalore)
• Presentation on ‘Test Project Management’ as a co-author in STeP-IN Forum 2007 International Conference Jan 2007 (Bangalore)
• Presentation on ‘Test Project Management’ in CeBIT 2007 International Conference Mar 2007 (Hanover, Germany)

A software development project will typically have 25-30% effort spent on testing the system. A testing project will have typically 9 different phases from Test requirements gathering to Release and maintenance of the system. This paper discusses 3 important phases in a testing project life cycle and a few of the possible tools and techniques which could be used in each of these phases. These tools and techniques are encouraged to use in a testing project in the expectation of achieving the following objectives.

• he testing process is carried out in a systematic way
• The system under test (SUT) will have minimum possible residual defects when it is ready for release.
• Testing effort is minimum possible.

• Testing project
• Dependency Structure Matrix
• Orthogonal Array
• Software Reliability Tools

• Senior Management
• Mid Level Manager
• Beginner

Sham Dayal VD is a Project Manager at Mphasis BFL Ltd. Sham holds the B.Sc.(Computer Science) and M.Sc.(Applied Statistics) degrees. Sham has more than 12 years of experience in IT. He is PMP Certified Project Manager and has over 7 years of Project Management experience.

Sham will be presenting a paper he has written “Effective Project Management Through Earned Value Management”. This paper was published in the PMI – ISSIG Review Journal.

Project Managers across the world face huge problems in managing projects. Same is the case with Software Project Managers. They are often faced with challenges of projects incurring a Cost Overrun and a Schedule Overrun apart from other project management challenges. Most often than not they realize this only after the project has reached the end or has been terminated due to these reasons. Though both the client and the vendor are party to this, Project managers often do have objective evidence to this. Same was the problem with the my project. We were facing quite a few problems with project management. All the project managers were spending huge amounts of time and energy in preparing, updating and showing status of the project at any point in time. There were applications going on hold many times before it is completed due to the dependencies with the client. But we as project managers did not have a good mechanism to account for these delays and report the actual schedule or cost overruns.

Earned value Management technique coupled with good planning and effective use of the Microsoft Project Plan has eliminated the problem faced and we were able to report the actual schedule and cost parameters at any given point in time with ease. As part of this effort I have created a template which would enable any project manager to apply the earned value management technique in managing projects.

Murali Iyer is a director in SpiderLogic, Wipfli’s software development arm, and one of today’s premier experts in global sourcing, global vendor management, and IT strategy and implementation.
With nearly 20 years of experience working in the information technology industry, Murali applies his strong IT consulting background to clients in a multitude of industries. He delivers effective IT solutions, contributing to the organizational quality and growth of his clients. Murali provides expert assistance throughout the project life-cycle, from selection to design, delivery and implementation, of all IT solutions.
Murali’s significant global sourcing experience in India and the Asia-Pacific region allows him to help clients achieve success in areas beyond IT. Focusing on the right-shore model—effectively integrating the onshore, near-shore, and off-shore components of a project team—he helps businesses explore and leverage the benefits of a global economy. Ultimately, Murali strives to bring to small- to medium-sized businesses what has traditionally been the realm of large companies—namely, global sourcing opportunities across all industries!

Professional Organizations and Activities
An industry consultant and regular speaker at Marquette University, Milwaukee, Murali also frequently serves as a presenter, panelist, and industry advisor on IT and right-shoring related topics, including outsourcing partner selection, vendor management, global process management and improvement, cultural integration and quality assurance. He enjoys sharing his varied experiences with the academia—assisting in better preparing the future workforce by helping reshape their curriculum. In addition, he is the president of a Milwaukee-based community association for the people from the state of Karnataka, India.
Education Murali is an accomplished engagement and client relationship manager, well-versed in project management and holds a bachelor’s degree in physics, chemistry, and mathematics from National College, Jayanagar at Bangalore University, India. Murali’s graduate studies were in the Mathematics, Statistics and Computer Science Department of Marquette University, and included several MBA courses in the Business School department.

Since the Global Outsourcing phenomenon took off in a big way in the late 80’s – early 90’s, India has emerged as the most sought after provider of offshore services in the IT and ITES field. The demand for Indian services keeps on increasing, judging by the daily announcements of deals being signed between Indian firms and companies across the globe.
All of this is good news. Let us pause for a moment, take off the rose-tinted glasses and get a good look at our own readiness to fulfill the high expectations of current and future clients in countries, cultures and businesses that are literally and figuratively “foreign” to us. While the concept of generating mind-boggling amounts of IT/ITES revenues, thus raising India’s GDP closer to those of the G8 economies, gives us a sense of having arrived on the global scene, the road that can take us there is not without major potholes, and parts of the road are yet to be built. This presentation will try to address some of these areas that need more work, especially from the project managers and organizational leaders.
Specifically, this presentation will focus on the following areas:

• Lessons learnt so far in the global outsourcing arena.
• An analysis of Clients’ needs when they consider global outsourcing.
• An analysis of the connection among culture, business and technology.
• Steps that Project Managers must take to ensure cultural integration between overseas clients and project teams.
• Project managers’ and leaders’ responsibilities to help their teams do better in their day-to-day tasks so as to erase questions and concerns from potential clients' minds.
• An analysis of how Project Managers can further help cement India's position as the premier provider of services in the IT and ITES arena

Ravinder Pal Singh is a certified PMP, working as a Project Manager in Cisco Systems, the global networking company. Based at Bangalore, Ravinder is responsible for project management in IT Infrastructure domain for Cisco APJ (AsiaPac Japan) region.

Ravinder has more than 10 years experience in the IT industry out of which he has spend around 6 years in project & program management. Having worked with companies like Wipro, Ravinder has a good exposure to project management tools, quality initiatives like ISO, Six Sigma, ITIL processes. A certified ISO Auditor, Ravinder is also working on Information security domain – ISO27000 based processes.

Objective:
As we move to our next level of Project management maturity, one of the challenges we are facing or are likely to face is its acceptance on an enterprise wide scale. In last few years, the awareness and interest on project management area has grown extensively across the globe. This could also be gauged from the growing number of PMPs or members of PMI. However most of this has been on an individual basis rather than on an organizational level. Most of the enterprise, except for a few projectized companies, the acceptance and implementation of Enterprise wide project management methodology is still a big challenge.
The objective of this presentation is to stress on the need and the importance of evolving a professional maturity in terms of Enterprise wide implementation of PMO and portfolio management practice across different domains and verticals. The presentation intends to create a sense of importance towards this aspect of project management methodology.
Scope:
The scope of this presentation is limited to Enterprise and organizational level understanding of Project management practice. This presentation does not target or address individual or project based application of portfolio management. The target audience will be senior management from enterprises intending or interested to know more about the implementation of PMO practice.
Result:
The accepted and anticipated result of this presentation should be to act as a guiding & awareness document for enterprises and organizations looking forward to adopt and implement organization wide project management practice including PMO. The presentation will address challenges and solutions around the implementation of this practice and also to define the barriers & stumbling blocks. The end result should be to create a sense of acceptance about the need of setting a proper portfolio and PMO management.

Sandeep Kochhar is currently leading the Regional Change Management Initiative for India and Sri Lanka with an UK based organization. In his earlier experience he has worked in various roles with Indian and American Multi Nationals in the Software industry. Sandeep is an alumnus of Indian Institute of Management - Bangalore and Indian Institute of Management - Kozhikode. He is an Electronics and Telecommunications Engineering graduate from Delhi. He has worked in various roles in the following areas:

• Enterprise Project Management
• Organization Restructuring & Change Management
• Software Project/Programme Management
• Business Process Engineering
• Business Requirement Analysis
• Employee Satisfaction Surveys

Software Projects are being managed as silos in project based organizations. As the size of the projects become larger and the number of projects for a customer increase, more customers are expressing their need to track and reviews projects collectively, and have the flexibility to be able to drill down to the lowest task in a project. There are numerous Enterprise Project Management tools available in the market which will support some of these and many other features.
This paper will examine how to go about selecting an Enterprise Project Management tool for a project based organization. It will also look at some of the tools available in the market – example- Microsoft EPM, eProject, Whizible EPM, Digite and will attempt to compare some of the features, and the applicability of such tools in organizations doing different types of projects – full life cycle, task based, verification and validation, etc. The paper will examine the Critical to Quality (CTQ) parameters for the comparison of EPM tools.
The paper will look at the interests of all the stakeholders –internal/external customers, senior management, middle level managers, and engineers working in the organization. This paper will be useful for organizations that are in the process of deciding on an EPM tool, and it will help them choose the right tool for their organization.
The paper will be based only on the experiences of our organization, and the lessons learnt during evaluation and usage or these tools.

Neelakantan holds an Engineering degree from Bangalore University and a post graduate degree from IIT Madras.From 1974 he is part of ISRO, first being part of the team which worked for the country’s first ever satellite application project called Satellite Instructional Television Experiment (SITE). He then moved to the INSAT-1 Space Segment Project office, which was responsible for establishing India’s first operational domestic satellite system INSAT for providing telecommunication, broadcasting and meteorological services to the country. Then he became part of the team which was responsible for the realization of indigenous satellites to be inducted into the operational INSAT system.

Neelakantan held different positions like Senior Systems Engineer, Manager (Spacecraft Electrical Systems), Deputy Project Director, Associate Project Director and Project Director in various satellite projects. Was the Project Director of EDUSAT, India’s exclusive satellite for providing educational services to the country. Presently he is the Project Director of ISRO’s first international commercial satellite project for a prestigious European customer.

The presentation “Spacecraft Project Management” will briefly cover space engineering aspects and a typical sequence of spacecraft building. Then an insight into the management aspects of a spacecraft project will be provided. Those specific management practices which are unique to a spacecraft project management will be covered side by side. Typical cases will be enlisted as example..

Hamsa has been with IT Industry for over 8 years primarily handling project management responsibilities for varied projects. She has worked with Trianz Consulting (formerly known as Eximsoft Technologies) for over 8 years in multiple roles serving the IT needs of varied industry verticals.

She is currently working on technical writing review assignments as a Free Lancer in addition to being a Home Manager. A keen student and practitioner of Project Management principles and practices, Hamsa has initiated and implemented various programs to groom Project Leaders to take up higher responsibilities.

Senthil Kumar Ramachandranhas total experience of 15 years in Software Services industries. His experience spans across individual contribution in software development to project management of complex IT projects in Telecom and Enterprise technical domain. He is a Program Manager handling a large system integration project in Hewlett Packard - Global India Delivery Centre. Prior to Hewlett Packard, he has worked in Wipro Technologies, Hughes Software Systems and GEC Alsthom in India. He has obtained Bachelor of Engineering degree (distinction) from Madurai Kamaraj University with specialization in Computer Engineering.
Senthil Kumar Ramachandran is a certified project management professional (PMP) and member of project management institute, USA. Also he has obtained Business English Communication Certification from Cambridge University.

Raj is a Trainer and Practitioner in the field of Project Management and Business/Technology Consulting. He holds a Bachelor's degree in Production Engineering, Masters in Production and Systems Management and is a certified CPIM from APICS USA. He is also a Project Management Professional (PMP) from Project Management Institute, USA.

With over 14 years of experience in managing Industrial Engineering (EPC), Enterprise Software Development and Implementation Projects, his current interests include Technology and Business Consulting in CRM domain and Enterprise Project Management. Projects managed by him include www.irctc.co.in, the online reservation site for Indian Railways, which is one of the largest eCommerce sites in India.

Murali Manohar Setlur, PMP is working as an Associate General Manager in the Financial Services and Solutions Division of MphasiS BFL Limited (www.mphasis.com).

He is focused on the Business Intelligence and Performance Management Solutions and Consulting. He has also delivered training on project management, data warehousing, CPM and ERP to internal and external audiences. He has about 13 years of IT industry experience in the BI, DW, CPM, ERP, and Data communication verticals.

His contact details are MphasiS BFL Limited, 139/1, Hosur Road, Koramangala, Bangalore – 560076, Phone: +91-80-25522713/14, Fax: +91-80-25522719. His email id is murali.setlur@mphasis.com.