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  • 1. CHALLENGES DURING CAREER M.V.Kannan Scientist / Engineer – G (RETD) Head, Projects Division, PPEG ISRO Satellite Centre Bangalore
  • 2. INDIAN SPACE PROGRAMME BORN IN THE 60’S … STRATEGIC AND VISION FOR NATIONAL TECHNOLOGICAL DEVELOPMENT CAPABILITY EXCELLENT INTERFACE WITH USER AGENCIES, APPLICATIONS GOVT DEPARTMENTS DRIVEN AND SELF-RELIANT DEVELOP A TRIAD FOR SPACE ACTIVITIES - GOVERNMENT, INDUSTRY & ACADEMIA COMMUNICATIONS, REMOTE SENSING, METEOROLOGY, SPACE SCIENCES, SPACE TRANSPORTATION…. LEADERSHIP IN GLOBAL ARENA
  • 3. NATIONAL SPACE SYSTEMS LAUNCH INSAT IRS VEHICLES
  • 4. ISRO ORGANISATION CHART
  • 5. ISAC ORGANISATION STRUCTURE - TYPICAL Techno- Managerial Core Technical
  • 6. STRUCTURES GROUP Design & Development Structural Analysis Structural Testing PPEG PROJECTS BOMD HRD PROJECTS MIS HRD STC
  • 7. ISRO SPACECRAFT MISSIONS S/C Missions realized : 54 till 2010 23 satellites in orbit (in operation) • Remote Sensing : 10 • Communication : 12 • Others : 1 On going Projects : 25
  • 8. PROFILE ( POSITIONS ) Mechanical Systems Area (MSA) - STRUCTURES 1973 - 1981: Engineer, Structural Analysis 1981 - 2003: Head, Experimental Stress Analysis & Structural Testing POSITIONS HELD IN SPACECRAFT PROJECTS 1981 – 2003: STRUCTURAL ANALYST - ANURADHA 3SAN21 Project Engineer - SROSS-1 Programme Manager - SROSS-2 Deputy Project Director - SROSS- C & SROSS-C2 Deputy Project Director - INSAT-3B Deputy Project Director - GSAT-1 Programme Planning and Evaluation Group (PPEG): From 2003 : Head ,Projects Division, Programme Planning & Evaluation Group (PPEG) Deputy Project Director (Astronaut Training Centre) - HSP
  • 9. CORE COMPETENCE Structural Analysis Experimental Stress Analysis Structural Testing Static Load Tests Dynamic Tests Project Management Inter - project coordination Integrated project planning , scheduling ,Monitoring & control – Multi- Project Environment Project prioritization Resource allocation – infrastructure planning & duty cycle planning (need aspect, installation & commissioning, operations planning w.r.t project needs)
  • 10. CHALLENGES ( Core Technical ) 1. Structural analysis (FEM) software tools (Tailored to requirements) • No readymade tools for structural analysis • Memory & CPU Constraints Solution: • Continuous learning • knowledge management • Formulation of analytical tools
  • 11. CHALLENGES ( Core Technical ) 2. Structural Testing-S/C & Structural Elements • Establishment of test methodology and loading system • Setting up of experimental stress analysis lab and supporting analytical tools • Optimal reuse of test processes Achieved Through: • Continuous learning • up gradation of infrastructure • innovation
  • 12. WHAT IT TAKES….. T E C Research Ideal Techno H High Scholar Manager C O M P Misfit Business E Low Manager T E N C Y Low High MANAGERIAL QUOTIENT
  • 13. MANAGERIAL SKILL MIX M A N III Level Administrative and A Management conceptual Skills G (Executives) E M E II Level N Management Interpersonal Skills T (Managers) L I Level V Management E Technical Skills (Supervisors) L S TYPES OF SKILLS
  • 14. CHALLENGES ( Project Management ) 1. Development Related Paradigm shift in job description • People management skills • EQ • Breadth of understanding
  • 15. CHALLENGES ( Project Management ) 2. Cultural Environment Related ENVIRONMENT LABORATORY DESK TESTING DECISION MAKING ACTIVITIES HARDWARE MIS DESIGN MONITORING PERSPECTIVE FOCUSSED WIDER IN DEPTH BIRD’S EYE VIEW TEAM SIZE SMALL MID SIZE
  • 16. CHALLENGES ( Project Management ) 3. Shift in core competence Technical Techno-Managerial Focused Approach Broad level approach with a bird’s eye view – Delivery of qualified – Total success of project subsystem prevails realisation prevails – Directed by mission – Directed by overall needs programme needs – Constrained by schedule – Constrained by infrastructure / resources- man power,facility & budget
  • 17. CHALLENGES ( Project Management ) 3. Shift in core competence…… Technical Techno-Managerial Accomplishment with consistent Accomplishment taking in to approach account of alternatives Result oriented Object oriented Best utilisation of infrastructure Optimal utilisation of infrastructure resources on a single activity resources for multiple activities Prevalence of individual wisdom Collective wisdom Part of implementation of a Part of management decision management decision with making process with technical technical contribution approach
  • 18. CHALLENGES ( Project Management ) 4. Mobilsing organisational opinion and being a party to the evolution of organisational decisions • Result oriented approach changed to object oriented approach • Matrix organisation structure with specialized technical teams holding line responsibilities for deliverables to simultaneously running numerous projects competing for limited resources Approach: • Inter-project coordination • Infrastructure planning and resources priorization Results in: Sensitizing decision making points on related issues before time , based on careful analysis
  • 19. CHALLENGES ( Project Management ) 5. Challenges of staff functions Advisory/supporting role • Dealing with Line complaints through better interpersonal coordination and demonstration of live examples (Examples:PCBs, CEFF,Facilities) • Importance of realising the stresses of interdisciplinary approach (Intra-subsystems conflicts) • Carrot and Stick policy