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PM Footprints 2007 Calendar
The
PM
Footprints
calendar
is
as
follows.
Click
here for 2008 PM Footprint programs and calendar
|
Date |
Topic |
Presenter |
|
27th Dec 07 |
The
art and science of project management |
Mr.
Ravindraprasad Elicherla
Development Manager
Tesco HSC |
|
13th Dec 07 |
Steering
Project Success |
Mr. Mohan Srinivasan
Entrepreneur, leading an independent Business
Consulting firm
Nth Dimenzion |
| 6th
Dec 07 |
Taking
Risks |
Mr.
Ramakrishnan Lakshminarayana
Vice President
Operational Excellence Group
Sasken Communications |
| 29th
Nov 07 |
Strategic
Portfolio Management |
Mr.
Kuldeep Singh
Technical Account Manager & Security Ambassador
APAC
Sun Microsystems India |
| 15th
Nov 07 |
Programme
Management challenges in development of
modern fighter aircrafts
|
Mr.
Rajeev Srivastava
Deputy Project Director
Aeronautical Development Agency (ADA) |
| 1st
Anniversary |
| PMI
Bangalore India Chapter takes great
pleasure in celebrating the first
anniversary of "PM Footprints"
on Thursday, 18th October 2007.
On this occasion, all the speakers
who participated in the year long
Footprint sessions are invited to
honor them in recognition of their
contributions. This event will be
marked by the launch of first PM Footprint
Journal. To commemorate this celebration,
special guest lectures by eminent
speakers from academia are arranged.
|
|
 |
Prof.
Sadagopan
Founder Director
IIIT-Bangalore
Prof. Sadagopan is the founder
Director of the Institute from September
1999. He has taught at two premier educational
Institutes in India, namely, the Indian
Institute of Technology, Kanpur, (IITK)
during 1980 - 1995 and the Indian Institute
of Management, Bangalore, (IIMB) during
1995-1999. He obtained his undergraduate
engineering degree from Madras University
and his Master's and Doctoral degrees
from Purdue University, USA. He is a
Fellow of the IEE, UK, Computer Society
of India and the Institution of Engineers
(India). |
|
 |
Prof.
K B Akhilesh
India Institute of Science
Research
Area: Knowledge management model for
teams in the IT sector , Quality management
and change model , Virtual Teams in
global R&D organizations, Recruitment
and assessment, HR global Bench Marking,
Expertise Transfer. |
|
 |
Mr.
Shankar Venkatagiri
Assistant Professor, Quantitative Methods
& Information Systems
Indian Institute of Management
Holds a Ph.D. in Mathematics and an
M.S. in Computer Science from Georgia
Tech, masters degrees from U.Southern
California and IIT, Kharagpur.Has worked
in the US software industry for six
years in various roles: solutions architect,
solutions engineer and lead developer
at Reuters Consulting, Curl Corporation
and Sapient Corporation. |
|
Venue
: Hotel Woodlands, Raja ram Mohan Roy
road, Bangalore
Date : Thursday 18th Oct 2007
Time : 6:00 pm to 8:00pm followed by
fellowship dinner. |
|
| 4th
Oct 07 |
Best
Practices in people management in IT Industry
|
Mr.
Sujit Mishra, PMP
Delivery manager
Dell |
|
20th Sep 07 |
Does “One Size
Fit All” paradigm suits Project Management
Practitioners?
|
Mr. Manish Chandra, PMP
Senior Consultant - PMCoE
Infosys Technologies Limited
Bangalore
|
|
6th Sep 07 |
Today’s Reality
in Project Management – SOX, Governance
& Global Teams |
Mr. Tamal Dutta
Chowdhury, PMP
COP, Practice Manager
|
| 23rd
August 07 |
HR (Assets) Management in Projects. A closer
look... A bigger impact... |
Mr. Srinivasa Ravi Kumar Kalluri
Solution Project Manager - FMS Europe Deployment,
IBM India
Bangalore |
|
09th August 07 |
Experiences
in running a PMO for key accounts. |
Mrs. Shoba Ramesh
PM Consultant & Corporate Trainer |
|
26th July 07 |
Learnings from a 24/7 production support project
– fortune 10 |
Mr. SK Mishra
Vice President - Quality
Infinite Computer Solutions |
|
12th July 07 |
Management
of Feature-driven Agile Projects through an
Integrated, Collaborative Toolset. |
Mr.
Sai Krupa Sagar
Principal Architect
Cognizant Technology Solutions. |
|
28th June 07 |
Project
Management methodology: Rational Unified Process
(RUP) as example |
Mr. Dinesh Pratap
Singh , PMP
Team Leader,
Hewlett - Packard,
IPG, HSSL Bangalore. |
|
14th June 07 |
Leadership,
Project Management and Self Deception |
Mr. Senthiyl
S S G
Managing Director
Arbinger Institute Pte Ltd,
South East Asia. |
|
31st May 07 |
Reliability
& Quality Assurance for spacecraft projects
– A managerial perspective |
Mr. Prakasha
Rao .P.J.V.K.S
ISRO, Bangalore |
|
17th
May 07 |
Software
Test Project Management - Suggested Improvements |
Mr.
Ajikumar TN
Senior Manager
Testing Services Division
Wipro Technologies Bangalore. |
|
3rd
May 07 |
Project
Management Through Earned Value Management |
Mr. V D SHAM DAYAL, PMP
Project
Manager, Mphasis BFL Ltd. |
|
19th
Apr 07 |
Managing Global Outsourcing:
Process to Integrate Culture, Business and
Technology |
Mr.
Murali S. Iyer,
Director, SpiderLogic |
|
05th
Apr 07 |
PMO and
Portfolio Management
|
Mr.Ravinder
Pal Singh, PMP
Project Manager – IT
Cisco Systems (I) Pvt Ltd |
|
22nd
Mar 07 |
Selecting an Enterprise Project Management
(EPM) tool for a project based organization |
Mr.
Sandeep Kochhar,
Alumnus IIM-B, IIM-K |
|
08th
Mar 07 |
Spacecraft Project Management |
Mr.
N.Neelakantan, Project Director, Eutelsat-W2M
Spacecraft Project, ISRO Satellite
Center,
Department Of Space,
Bangalore |
|
22nd
Feb 07 |
Application of Home Management best practices
to Project Management –an analysis |
Mrs.
Hamsa Ravi Kiran, PMP
Free Lancer, Home Manager |
|
15th
Feb 07 |
Software Products Usage risk identification
for Communication Service Providers |
Mr.
Senthil Kumar Ramachandran, PMP, Program
Manager, Hewlett Packard - Global India
Delivery Centre |
|
25th
Jan 07 |
Critical Chain Project Management, complementing
the PMBOK Processes |
Mr.
Rajasekhar R Nandyala, BE, MBA, PMP
Proventures India |
|
11th
Jan 07 |
A product development methodology using
agile concepts |
Mr.
Murali Manohar Setlur, PMP
MphasiS BFL Limited |
|
|
|
Footprints Archives |
|
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 9886814
078.and
confirm your attendance in advance to help us plan
for the seats etc.
|
|
06th Feb 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.
|
| 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
Completed Programs Archive
|
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. |
Top
|
10th Jan 2008 |
An Introduction to Critical Chain |
| Presenter: |
 Mr.
Srikant
Sr. Manager, Program Management
Sapient
Srikanth is a Sr. Manager, Program Management in Sapient. He joined
Sapient in March 2003 and has since worked on
several projects that encompass the complete
software development lifecycle. Srikanth has
valuable experience in managing and delivering
projects from India and liaising / building
relationships with onshore clients, ensuring the
quality of delivery, mentoring the team. he has
managed medium and large teams in India.
Srikanth has managed projects across numerous
domains. He has managed projects in healthcare,
energy trading and risk management and travel and
hospitality industries.
Srikanth has a total of 13 years relevant IT
experience. Before joining Sapient, Srikanth mainly
worked on managing and developing web applications.
He has also worked in the multimedia and e-learning
industry for a sizeable amount of time. He holds a
Bachelor of Science Degree, majoring in Computer
Science from Bangalore University, India. |
| Details: |
I am
sure everybody reading this article has faced
problems whilst managing their project or program.
If you ask your neighbor or your colleague, in all
probability he / she will concur that managing
projects is not an easy task.
Have you ever introspected and compared notes with
your neighbor about the problems you have had with
your projects? Please take a moment to introspect
and then answer the following questions:
- Do you see a trend with respect to the problems or
do you see that every project having a completely
different set of problems?
- What were the problems that you identified?
- What were the solutions / mitigation strategies
that you identified to help solve these problems?
You will be surprised when you compare notes and
list of problems and the solutions that was
implemented. They look very similar!
According to a study conducted in 2003
- An amazing 30% of IT projects fail.
- Now if you are an extremely optimistic person you
might conclude the good news is that 70% of these
projects succeed. But many of the 70% of the
“successful” projects were over budget, over time,
or defective in function upon completion. |
Top
| 27th Dec 2007 |
The art and science of project management |
Presenter:
|
 Mr. Ravindraprasad Elicherla
Development Manager
Tesco HSC
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.
|
| Details:
|
Take great care of your people, they'll take great care of your customers, and your customers will come back and back and back. – Bill Mariott.
Who is first? People or Customers? Project Managers use people to deliver projects or services to customers. Project Manager’s project management capability is measured in scientific ways using mathematical formulas in relation to quality, cost and time. But there is also other side of project management which is people management and is difficult to measure. Most project managers agree people management is very difficult, very challenging but in reality it is also rewarding experience when we see people growing in their careers.
People management is an art because every person carries within him or her self patterns of thinking, feeling and every person is different. Project Manager’s success depends on how effectively team of different individuals is mobilized to the common project goal. It is more challenging in the offshore information technology industry we have in India as people have plenty of opportunities to choose from. Irrespective of soaring attrition levels, project manager need to satisfy all the stakeholders with available people.
The objective of this presentation is to discuss best practices and models that can be followed by project manager as people manager. Though the presentation is limited to Indian Information Technology scenario, these practices can be used in other industries as well. By following relevant aspects in this presentation, organizations would benefit tremendously with highly motivated people and successful project deliveries. |
Top
|
13th Dec 2007 |
Steering Project Success |
| Presenter: |
Mr. Mohan Srinivasan
Entrepreneur, leading an independent Business
Consulting firm
Nth Dimenzion
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 |
| Details: |
In
these times of great opportunities, project
stakeholders are challenged with the need to be more
responsive to changes, uncertainties and
vulnerabilities in the environment. This paradigm
change demands that project teams learn to think
like entrepreneurs and leaders.
Steering Project Success addresses this evolving
dimension of project management and presents an
innovative approach to manage project challenges. It
complements and supplements the current body of
knowledge and best practices in project management.
The concept of steering projects successfully by
practicing Seven Mantras as the key to delighting
all stakeholders has been presented in a very lucid
manner. The topics and about 100 illustrations bring
out the insights of ace project managers, who have
experienced project managers, who have experienced
project challenges at the ground level. |
Top
|
6th
Dec 2007 |
Taking
Risks |
| Presenter: |
 Mr.
Ramakrishnan Lakshminarayana
Vice President
Operational Excellence Group
Sasken Communications
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.
|
| Details: |
Risk
Management is a key component of managing projects.
Literature and training relating to Project Management
do emphasize risk management; however most view
risks as to be “minimized” and “mitigated”.
This presentation titled “Taking Risks”
takes a fresh look at risks as inherent in all walks
of life; how decisions we make are more often a
matter of evaluating risks. Exploring further, the
presentation attempts to show how risks can be welcomed,
and taken head-on to reap rewards in projects. A
model is developed to show how project execution
can be tracked using measures based on risk. While
“Taking Risks” is based upon IT industry
experience, the concepts are applicable to any industry
or domain. |
Top
|
29th
Nov 2007 |
Strategic Portfolio Management |
| Presenter: |
 Mr.
Kuldeep Singh
Technical Account Manager & Security Ambassador
APAC
Sun Microsystems India
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
|
| Details: |
Project
Management helps ensure that projects are
done right. Strategic Portfolio Management
determines the very future of the enterprise;
its competitiveness, and ultimately, its survival.
Strategic Portfolio Management is a closed-loop
process encompassing all enterprise investments.Strategic
Portfolio Management can be a vehicle for
transformation and breakthrough. Breakthroughs
typically result from largescale, long-term
initiatives that use advanced technologies
and radical process innovations to achieve
leaps in operating performance, financial
results, and market position. Enterprise project
management (EPM) capability is an essential
component of Strategic Portfolio Management. |
Top
|
15th
Nov 2007 |
Programme Management challenges in development
of modern fighter aircrafts |
| Presenter: |
 Mr.
Rajeev Srivastava
Deputy Project Director
Aeronautical Development Agency (ADA)
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
| |
