Tag Archive: PMP


Here I am sharing my experience at PMP Conference 2007.

Mr. Prabhu Eswarla from HP has presented HP process to assess a project health. Actually, the five of stated checks are generally placed almost in all organizations, but to connect all of them for assessment is a new approach. I find this very interesting.

  • Project Management Review:
    • Objective: Assessment of project alignment with organization goals.
    • Involvement: Project Manager and Group Manager / Sr. Project Manager
    • Time Duration: Monthly
  • Quality Health Check:
    • Objective: Quality compliance assessment of project level of with Quality department standards.
    • Involvement: Project Manager and Quality Manager
    • Time Duration: Monthly
  • Customer Satisfaction:
    • Objective:Assessment of customer satisfaction using his feedback during project.
    • Involvement: Project Manager and Customer feedback
    • Time Duration: Monthly
  • Project Audit Council:
    • Objective: Assessment of peer review on all aspects.
    • Involvement: Project Manager and Peer Managers
    • Time Duration: Quarterly
  • Technology Management Review:
    • Objective: Assessment of optimal and efficient technology usage.
    • Involvement: Project Manager and architects.
    • Time Duration: Quarterly
  • 5+1 th view:
    • Circle graph with parameters:
      • Time, Cost, Cost/est
      • Quality, Resource, Communication,
      • Risk, Contracts, Client Satisfaction.


Here I am sharing my experience at PMP Conference 2007.

Ms. Sujatha Blakrishnan from Valtech India System has presented her view on Agile Development Management.

I find it fairy interesting as she gave a holistic view of methodology. In consider Agile is shorter release cycles with age-old methodology V shape model software life cycle.

Yes, it is good for both Product and Service companies. I generally know that companies just adopt this model to show customer. But real adaptation requires more work than generally perceived. She mentioned that ValTech has invested almost $ 20 million to establish. I certainly consider it is a heavy investment. I think most of the cost goes into basic setup like Cruise Control, Wiki (Confluence), Video Conference, Skype etc.

After that, it comes culture awareness and customer agreement to participate.

Certainly, it gives tremendous value to customers who can control the flow of development and gets what he wants at the end of project.

But it may not be good enough for a service company like Infosys, Wipro, etc, who wishes to drive it by themselves. Also it is very difficult to define the SLA in these terms. Even if you have come up with one, it will an open-ended SLA which will state to chase a moving target. Because, you have just signed off to changing requirements and adopting customer needs.

Yes, it will good bad new for developers. In this model, developers may have to sit tight all the times without any relaxed day.

But I have to say that this kind of play field give lots of room and flexibility for innovation and creativity amount team and product owner. It is good and bad news for both.

Three main roles in Agile PM:

  1. Product Owner: Defines the Sprint and participate with team to achieve goals.
  2. Scrum Master: Removes the hurdles for execution of project.
  3. Team: Performs the day-to-day and release-to-release tasks.

Here I am sharing my experience at PMP Conference 2007.

I have attended a penal discussion with Wg. Cmd. Patrawall and his panel. It was quite thought provoking. Here are some of the points, impressed me.

Organizational Success:

Integrating three main ingredients:

  • People
  • Process
  • Technology

Stages of innovation:

  1. Leadership
  2. Funding
  3. Incubation
  4. Walk the talk

Project Management success relies on understanding of following aspects of project.

  1. Vision
  2. Purpose
  3. Goals

Inspirations for innovation:

  • Innovation comes from hearts.
  • It is about getting most from least.
  • Free your mind. Tranquilize it.
  • Mistakes are stepping stones of innovation.
  • Innovations done not happen overnight.
  • Stay away from autocratic procedures.
  • Innovator has to think-outside-the-box.

Innovator should be aware about:

  • Value creation for stockholder.
  • Marketplace transition
  • Process to get there.

Circle of innovation for an organization:

  • Passion
  • Vision
  • Process
  • Values
  • Standard

Generally, Project Managers in IT industry think that after PM designation their engagement with technology is over rather they should just play organization and people game. This is where they kill innovation and core competency. It should not be encouraged either from organization or culture. It should be about keeping core business competency alive and contributing from all sides.

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