Productivity improvement through right governance

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This paper describe about the productivity improvement through Metrics driven approach and by effective project governance.

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Productivity improvement through right governance

  1. 1. Productivity Improvement through RightGovernanceChandan Lal PataryPMPDevelopment ManagerABB
  2. 2. 2|P a g eProductivity Improvement through Right GovernanceContentsAbstract...................................................................................................................... 31.0 Introduction:...................................................................................................... 42.0 Governance and productivity:........................................................................... 72.1 Productivity improvement steps: ................................................................. 112.2 Project Classification................................................................................... 122.3 KAIZEN for effective Governance: .............................................................. 122.4 Data manipulation and Data authentication: ............................................... 132.5 Change Management.................................................................................. 182.6 Requirement Management:......................................................................... 192.7 Benefit Realization: ..................................................................................... 213.0 Conclusion...................................................................................................... 22About the author....................................................................................................... 24
  3. 3. 3|P a g eProductivity Improvement through Right GovernanceAbstractThis paper describe about the productivity improvement through Metrics drivenapproach and by effective project governance. Every organization is looking formaximizing the productivity year on year through various mechanisms. In Projectgovernance we ensure the program or project benefit and build the knowledgeassets for better productivity. Metrics based Governance activity if driven efficientlywill satisfy stakeholders as information will be transparent about the businessprogress, which will minimize the failure risks with efficient decision making process.Metrics collection, Analysis, taking action and put it into continuous practice willimprove productivity significantly.This paper will explain belowa) What are the parameters relevant to productivity that need to be tracked foreffective Governanceb) How can an organization demonstrate customer satisfaction and effective valuefor money with metrics driven approachc) Effective change management and risk management to minimize down time andincrease productivity.d) How effective requirement management, capturing effective requirements,tracking requirements till completion, asking effective questions to create betterrequirement is the way to maximize the productivity at the later period of time inexecution cycle.e) How can we do the benefit realization and achieving results and link the same forknowledge building and productivity.
  4. 4. 4|P a g eProductivity Improvement through Right Governance1.0 Introduction:Organizations are becoming more and more competitive to survive in the market.Investors are becoming more and more cautious about the investment. Stakeholdersexpect to realize the value for their investments as early as possible. Whatorganization can do in this situation? Execution speed might be the correct answer.All investors expect innovative solution with minimal time frame. The momentorganization increases the speed, the chances for failure also increase if there is anabsence of data driven decision making. To maximize the customer satisfactionorganization needs to share the project or product or business data which satisfiesthe customer’s curiosity about the project progress and output vs money invested.The data should talk timeline, quality and how the budget has been utilized and othervital parameters of the projects and its progress .Project governance will provide aguideline considering all the factors which will drive the customersatisfaction.Governanance data will change based on the product, domain, andbusiness which organizations are dealing with. Stakeholder needs to providefeedback wherever correction required based on the data received. Allcommunication with stakeholders should base on quantifiable data as subjectivediscussion creates confusion.Figure 1: Cockpit Dashboard 1The Figure 1: shows the cockpit dashboard for an aircraft. This picturedemonstrates the importance of the data for decision making. The display is
  5. 5. 5|P a g eProductivity Improvement through Right Governancecontinuously sensing and feeding the guiding information to the pilot to takecorrective steps with speed and accuracy. In critical system decision making has tobe very fast based on the dashboard display information. Pilot has completeinformation about each and every part of the aircraft from this cockpit display. Howcan organization apply the same concept for each and every area inside theorganization?Same applies to the hospital when patient is in ICU(Intensive Care Unit) ,doctor usesPMS(patient Monitoring System) which is an embedded device and the devicecontinuously display the vital parameters of a patient to the doctors so that they cantake effective decision at the right time to save the patient’s life.Figure 2: Display of the Patient Monitoring System used in ICU, demonstrating thedata driven decision making. This system extracts all the vital parameters from apatient and displays the same to the doctor.Figure 2: ICU Dashboard 1Governance will produce dashboard data which can be a guiding force for thedecision making process. Organization should have the ability to take decision basedon the dashboard data show at the right time so that damage can be minimized.Metrics based measurement and productivity has a tight link.
  6. 6. 6|P a g eProductivity Improvement through Right GovernanceAccording to the definition of Productivity = Output/Input.Productivity definition is very simple. Inputs are the resources to generate theexpected ouput. Resources are not abundant so everyone needs to be careful toutilize the resources and maximize the output.Though the definition is very simple but the real productivity has little to do with howhard the staff works, how many hours they put in, or even how much output theyproduce. Real productivity is measured by the business value that their workgenerates for the organization.Various questions appear when we look into the resource usages.a) How can stakeholders know how efficiently resource utilization is happening?b) How can stakeholders ensure optimum usage of the resources so thatproductivity goes up?c) How can stakeholders take decision to control the ambient factors whichinfluence the output?Centralize Dashboard with critical data, accessible by all at any time, plays asignificant role for decision making.
  7. 7. 7|P a g eProductivity Improvement through Right Governance2.0 Governance and productivity:What does "Governance" mean: the process of decision-making and the processby which decisions are implemented (or not implemented)?Governance is a framework which enables management teams to make betterdecisions about securing their critical information and Information Technologyinfrastructure and protecting their intellectual capital.Governance helps organizations to define who is responsible for what and howInformation Technology decisions are made. It enables Information Technology toadhere to business objectives and maximize value from the investments. It canprotect against failures that result from the misalignment of Information Technologyand business strategies.Project governance ensures that complex Information Technology projects deliverthe value expected of them, rather than an expensive and embarrassing failure. Anappropriate governance framework helps save money by ensuring that allexpenditure is appropriate for the risks being tackled. It also enables businessanalysts to better understand and compare the way in which public companiesmanage their technology investments.Good governance is about both achieving desired results and achieving them in theright way. Since the "right way" is largely shaped by the cultural norms and values ofthe organization, there can be no universal template for good governance. Eachorganization must tailor its own definition of good governance to suit its needs andvaluesEffective Governance starts with a standard way to define the process. Everybusiness is unique, customer expectations are different. To start the rightgovernance team members need to discuss, communicate and list down theexpected flow to the governance.Projects need to identify what should be the measurements parameters?What are the goals and objectives?
  8. 8. 8|P a g eProductivity Improvement through Right GovernanceWhat frequency all the artifacts data has to be collected?Who will be the responsible team members to collect the data and who will be foranalyzing the data?Who are the stakeholders and what level of information they should get and whattimeline?Project team will get better results when project metrics are in balance.For example, having only a metrics for speed or only a metric for accuracy would nothelp the project very much. If measure only speed, project deliverable might workpoorly.If projects measure only accuracy, projects may never finish. Metrics for both usedtogether, though, may create tension, provide the balance for the project needs todeal with trade-offs and best achieve for project goals.Measurement drives behavior, so organization can use positive data to recognizeand reward accomplishments. Negative information that project report (or threaten toreport) can be a powerful aid in helping to control the project.Through data driven approach we can analyze the issue to achieve excellentproductivity.Few questions appear when we talk about productivitya) How can we ensure that what we produce is the right output at first time?b) Can we do the frequent review with the stakeholders, change frequently basedon the input and quickly adapt with the new model?c) Stabilizing the input, process and output criteria based on the discussion?Everything is possible when we have right data to analyze. Diagnostic data indashboard should continuously display the current status and through that inputstakeholder should understand the health and can able to predict the future.
  9. 9. 9|P a g eProductivity Improvement through Right GovernanceEvery department in an organization should have dashboard toAssurance, Development team, Architect team, testing team, supports team,procurement team etc. so that organization can fine tune whenever and whereverrequire.Governance should align with the strategic plan of the organization. The groorganization is expecting will fulfill when process output is same as expectedstrategic output of the organization.Figure 3: Data flow Diagram 1Figure 3: Demonstrates the cycle of data flow whicheffective decision making.Looking again into the productivity dimensionProductivity is a derived metric:Input is easy to measure (e.g., activityOutput and environmProductivity Improvement through Right GovernanceEvery department in an organization should have dashboard toAssurance, Development team, Architect team, testing team, supports team,procurement team etc. so that organization can fine tune whenever and whereverGovernance should align with the strategic plan of the organization. The groorganization is expecting will fulfill when process output is same as expectedstrategic output of the organization.: Demonstrates the cycle of data flow which organization can execute forLooking again into the productivity dimension,Productivity is a derived metric: function (output, input, environment)is easy to measure (e.g., activity-based controlling)environment are difficult to describe and measure.Every department in an organization should have dashboard to display. QualityAssurance, Development team, Architect team, testing team, supports team,procurement team etc. so that organization can fine tune whenever and whereverGovernance should align with the strategic plan of the organization. The growth whatorganization is expecting will fulfill when process output is same as expectedorganization can execute forfunction (output, input, environment)are difficult to describe and measure.
  10. 10. 10|P a g eProductivity Improvement through Right GovernanceRequirement management is one more area for the productivity improvement. Asrequirements directly improve output, organizations need to look into the quantifiablemeasurement of the output like product demo, code shipping rate, rate of bugsclosed in a cycle etc.Benefit realization is the key to the productivity improvement. Every organization byexecuting project acquires knowledge, produce reusable components which can bereuse directly and save effort which will directly contribute into the productivityimprovement.
  11. 11. 11|P a g eProductivity Improvement through Right Governance2.1 Productivity improvement steps:Figure 4: Productivity improvement pointsUnderstanding software productivity for a large system development requirescomplex set of qualitative and quantitative data from multiple sources for analysis.Effective Governance process starts with a vision. Organizations take actions toeffectively utilize the Governance framework and produce value through that.Work culture,people, ambientAutomate whereverpossibleRapid Prototype, Demo,UpdateWaste reductionKnowledgeManagementDrive for reworkreductionReduce overproduction, over wait,over preparationDeploy Processand continuousmature the processGenerate morereuse componentsImproveProductivity
  12. 12. 12|P a g eProductivity Improvement through Right GovernanceFigure 4: Demonstrates the various factors which influence the productivityimprovement. Organization need to put special focus on all these aspects toeffectively collect the data on all those area and regularly monitoring for all thecollected data. Does it guarantee the improvement? Not really but it should be thestarting point for the improvement journey.2.2 Project ClassificationTo start with effective Governance team needs to start with project classification.In Information Technology projects, there are several types of tasks an organizationexecutes, Fresh Development projects, Minor enhancement, Maintenance project,Support projects, Hardware and software involvement and many other categories.Budget, number of resources play significant role in project classification.Projects are locally or globally distributed?Timeline of the project? One year/two year or multiyear project?Which Technology the project is going to use? Open source? Propriety technologyArchitectural maturity for the product?Team Process maturity?Several other factors need to consider for classification of the project.All the above factors provide inputs for the categorization of a project.Based on the project categories, measurement criteria changes and effectivemonitoring and control mechanism differ. Organization needs to look into thecategory of the project to identify right measurement parameters. Montior thoseparameters for demonstrating quality output and continuous improvement.2.3 KAIZEN for effective Governance:Once governance process steps are identified, team need to demonstrate theimprovement with the defined process. Stable process provides good productivity.Regular brainstorming with the team members and upper management involvementto come up with different idea is essential. Team needs to identify which areas areworking well and where team needs changes to see what can be improved.
  13. 13. 13|P a g eProductivity Improvement through Right GovernanceDashboard has to be displayed in centralized area for every individual to see howeffectively each team is performing. Upper management should visit team membersto encourage and discuss as a surprise visit.2.4 Data manipulation and Data authentication:In metrics and measurement data is the key for effective decision making. If team isworking on manipulated data or not with the actual data consequence will be highwhich will resultant into loss in business in multiple areas. Rework is the major lossfor the organization. When metrics are used to find fault and punish, people providethem only grudgingly, and do whatever they can to provide results that demonstrateno problems—whether that’s true or not. Gathering valid, useful information startswith a meaningful commitment on your part to use the measures for processimprovement, good decision making, and project problem solving. If there is even asuspicion that data gathered will be used to criticize, punish, or even embarrasspeople, those responsible for reporting them will find a way to game the measuresand disguise what is going on.Below figures explain different dimensions of the projects status through dashboardirrespective of the project size. Any project has to break to manage efficiently,manage through quantifiable measurement and metrics based managementphilosophy. All these sample data may change based on the project, product,domain or business. These sample dashboard data extracted from a softwareproject.Figure 5: is a dashboard data which is located in centralized location for global teamto view. It demonstrates the health of the each scrum project and how they shouldtake corrective actions if required. The dashboard data is showing differentdimensions of the scrum projects and how each area is performing. There are moreto measure but team has chosen these are the basic parameters which ensureproject progress and guide them whenever there is any fault.
  14. 14. 14|P a g eProductivity Improvement through Right GovernanceFigure 5: SCRUM project DashboardFigure 6: this picture demonstrates about the areas where team can focus toimprove the productivity. All these areas if not taken care properly can lead intoexecution efficiency bottleneck. It will increase the waste or rework. All these areasare the checkpoint for the productivity improvement journey.Productivity Improvement through Right GovernanceFigure 5: SCRUM project Dashboardicture demonstrates about the areas where team can focus toimprove the productivity. All these areas if not taken care properly can lead intoexecution efficiency bottleneck. It will increase the waste or rework. All these areasproductivity improvement journey.icture demonstrates about the areas where team can focus toimprove the productivity. All these areas if not taken care properly can lead intoexecution efficiency bottleneck. It will increase the waste or rework. All these areas
  15. 15. 15|P a g eProductivity Improvement through Right GovernanceFigure 6: Dashboard contentsFigure 7: and Figure 8: is a typical dashboard for Quality Assurance team whereevery granular information has been displayed to take corrective steps whereverrequired. The pictures are share the bottlenecks.Productivity Improvement through Right Governance: is a typical dashboard for Quality Assurance team whereevery granular information has been displayed to take corrective steps whereverrequired. The pictures are showing how testing activities are performing and where: is a typical dashboard for Quality Assurance team whereevery granular information has been displayed to take corrective steps whereverowing how testing activities are performing and where
  16. 16. 16|P a g eProductivity Improvement through Right GovernanceFigure 7: Dashboard for Quality AssuranceProductivity Improvement through Right GovernanceFigure 7: Dashboard for Quality Assurance
  17. 17. 17|P a g eProductivity Improvement through Right GovernanceFigure 8: Dashboard for Quality Assurance 2Figure 9: Questionnaire can be used for Dashboard preparation. Effective andefficient questions based on the product, domain, business, organizational vision willhelp to prepare correct dashboard data. Every team should have data to assessthemselves every decided frequency levelProductivity Improvement through Right GovernanceFigure 8: Dashboard for Quality Assurance 2: Questionnaire can be used for Dashboard preparation. Effective anduestions based on the product, domain, business, organizational vision willhelp to prepare correct dashboard data. Every team should have data to assessthemselves every decided frequency level: Questionnaire can be used for Dashboard preparation. Effective anduestions based on the product, domain, business, organizational vision willhelp to prepare correct dashboard data. Every team should have data to assess
  18. 18. 18|P a g eProductivity Improvement through Right GovernanceFigure 9: Checklist for Dashboard2.5 Change ManagementProductivity is severely affected when there are many frequent change requestscoming at the middle of the project execution cycle. Based on the priority team needto take up the change request and do the impact analysis. Teams need to measurethe change trend and on increasing of the trend proper investigation and correctivesteps are required.Productivity Improvement through Right GovernanceFigure 9: Checklist for DashboardChange ManagementProductivity is severely affected when there are many frequent change requestscoming at the middle of the project execution cycle. Based on the priority team needto take up the change request and do the impact analysis. Teams need to measurerend and on increasing of the trend proper investigation and correctiveProductivity is severely affected when there are many frequent change requestscoming at the middle of the project execution cycle. Based on the priority team needto take up the change request and do the impact analysis. Teams need to measurerend and on increasing of the trend proper investigation and corrective
  19. 19. 19|P a g eProductivity Improvement through Right GovernanceFigure 10: Change management DashboardFigure 10: is the change management tracking dashboard. It will provide informationto all the stakeholders how many timesshould be done and scope change need to take care so that it does not affectproductivity. Change is an essential part efficient project execution but same has tohandle efficiently. Change process should be welltool. Changes improve the product but decrease motivation level in team. Frequentchanges increase reworks and increase wastages if not manage with well thoughtsand good process.2.6 Requirement Management:The major consequence of requirement related problems are reworksomething again that team thought was already done. Rework can consume 30 to 50percent of team’s total development cost (Boehm and Papaccio 1988) andrequirements errors account for 70 to 85 percent of1997).Track requirements status, stakeholders need to know the requirement status topredict the project progress. Review comments, review process, capturing thecomments have to be through tool and process so that effort miorganizations are not losing any data in process. Version history has to track so thatany given time any version of the document can be reproduce. The following quotefrom Fredrick Brooks illustrates why requirements are so important:Productivity Improvement through Right GovernanceFigure 10: Change management Dashboard: is the change management tracking dashboard. It will provide informationto all the stakeholders how many times change has been requested. Impact analysisshould be done and scope change need to take care so that it does not affectproductivity. Change is an essential part efficient project execution but same has tohandle efficiently. Change process should be well documented and tracked throughtool. Changes improve the product but decrease motivation level in team. Frequentchanges increase reworks and increase wastages if not manage with well thoughtsRequirement Management:ence of requirement related problems are reworksomething again that team thought was already done. Rework can consume 30 to 50percent of team’s total development cost (Boehm and Papaccio 1988) andrequirements errors account for 70 to 85 percent of the rework cost (LeffingwellTrack requirements status, stakeholders need to know the requirement status topredict the project progress. Review comments, review process, capturing thecomments have to be through tool and process so that effort miorganizations are not losing any data in process. Version history has to track so thatany given time any version of the document can be reproduce. The following quotefrom Fredrick Brooks illustrates why requirements are so important:: is the change management tracking dashboard. It will provide informationchange has been requested. Impact analysisshould be done and scope change need to take care so that it does not affectproductivity. Change is an essential part efficient project execution but same has todocumented and tracked throughtool. Changes improve the product but decrease motivation level in team. Frequentchanges increase reworks and increase wastages if not manage with well thoughtsence of requirement related problems are rework—doingsomething again that team thought was already done. Rework can consume 30 to 50percent of team’s total development cost (Boehm and Papaccio 1988) andthe rework cost (LeffingwellTrack requirements status, stakeholders need to know the requirement status topredict the project progress. Review comments, review process, capturing thecomments have to be through tool and process so that effort minimizes andorganizations are not losing any data in process. Version history has to track so thatany given time any version of the document can be reproduce. The following quote
  20. 20. 20|P a g eProductivity Improvement through Right Governance“The hardest part of building a software system is deciding precisely what to build.No other part of the conceptual work is as difficult as establishing the detailedtechnical requirements, including all of the interfaces to people, to machines, and toother software systems. No other part of the work so cripples the resulting system ifdone wrong. No other part is more difficult to rectify later” (Brooks 1995). To quoteKarl Wiegers (2004), “If you don’t get the requirements right, it doesn’t matter howwell you do anything else.”Figure 11: Requirement Management DashboardFigure 11: Dashboard provides information to all the employees about the quality ofthe requirements and raise alarms if any change require for a requirement.Productivity Improvement through Right Governancerdest part of building a software system is deciding precisely what to build.No other part of the conceptual work is as difficult as establishing the detailedtechnical requirements, including all of the interfaces to people, to machines, and totware systems. No other part of the work so cripples the resulting system ifdone wrong. No other part is more difficult to rectify later” (Brooks 1995). To quoteKarl Wiegers (2004), “If you don’t get the requirements right, it doesn’t matter howFigure 11: Requirement Management Dashboard: Dashboard provides information to all the employees about the quality ofthe requirements and raise alarms if any change require for a requirement.rdest part of building a software system is deciding precisely what to build.No other part of the conceptual work is as difficult as establishing the detailedtechnical requirements, including all of the interfaces to people, to machines, and totware systems. No other part of the work so cripples the resulting system ifdone wrong. No other part is more difficult to rectify later” (Brooks 1995). To quoteKarl Wiegers (2004), “If you don’t get the requirements right, it doesn’t matter how: Dashboard provides information to all the employees about the quality ofthe requirements and raise alarms if any change require for a requirement.
  21. 21. 21|P a g eProductivity Improvement through Right Governance2.7 Benefit Realization:Figure 12: Benefit Measurement Mind mapAny project execution should have Benefit Management and Measurement processagainst Benefits. Organization need to measure the learning’s which should bereused in next similar or related projects, as knowledge brinimprovement and execution speed. Upper management support requires realizingthe benefit effectively and capturing information for future. Resource availability anddependent project realization has to handle efficiently. Knowledge managemeshould connect with benefit realization data. Leaders need to encourage teammembers for contributing and achieve the knowledge management relatedorganizational goal.Figure 12: is the sample flow for Benefit measurement. Individual Program cancome up with their own process flow for collecting the Benefit Management data andshare with other team.Productivity Improvement through Right GovernanceBenefit Realization:Figure 12: Benefit Measurement Mind mapAny project execution should have Benefit Management and Measurement processagainst Benefits. Organization need to measure the learning’s which should bereused in next similar or related projects, as knowledge brings productivityimprovement and execution speed. Upper management support requires realizingthe benefit effectively and capturing information for future. Resource availability anddependent project realization has to handle efficiently. Knowledge managemeshould connect with benefit realization data. Leaders need to encourage teammembers for contributing and achieve the knowledge management related: is the sample flow for Benefit measurement. Individual Program canme up with their own process flow for collecting the Benefit Management data andAny project execution should have Benefit Management and Measurement processagainst Benefits. Organization need to measure the learning’s which should begs productivityimprovement and execution speed. Upper management support requires realizingthe benefit effectively and capturing information for future. Resource availability anddependent project realization has to handle efficiently. Knowledge management datashould connect with benefit realization data. Leaders need to encourage teammembers for contributing and achieve the knowledge management related: is the sample flow for Benefit measurement. Individual Program canme up with their own process flow for collecting the Benefit Management data and
  22. 22. 22|P a g eProductivity Improvement through Right Governance3.0 ConclusionOrganizations need to create a culture where all team members would be eager tocontribute for the organizational growth. Leaders have to communicate theorganizational vision to all team members and build healthy, productive teams andthe same team members will contribute for excellent stakeholder value generation.Leaders have to mentor, coach, communicate and build that culture into the blood ofthe system.At any given point of time any stakeholders wherever they involve should be able toknow through metrics what is going on? How it is going on? Why it is like that? Whatsteps are currently taken by whom? Expectation is: Total transparent system.Organization need time to reach that stage but continuous drive has to exist from alllevel and from all members.Every team members have to own the organizational vision, mission and culture andwork for maximizing the productivity through innovation and maintain the speed ofexecution excellence.PMI has provided many guidelines for better project Governance. Effectivegovernance plan and execution of the same for achieving the excellent result withcontinuous process improvement should be a part of organizational culture andsame resultant into a great productivity improvement. Data driven decision makingculture will help to minimize the waste reduction and improve productivity. Throughsystematic knowledge management organization can maximize productivity andmeasure improvement and demonstrate the same to stakeholders for excellentcustomer satisfaction. When each and every team member makes these practices asa habit and data driven decision making, data driven demonstration will be a part ofcommunication agenda than only organization will demonstrate value tostakeholders. Organization can minimize several overheads and maximize the costbenefit if organization has dashboard with data for different dimensions for all theprojects, products, units, divisions wherever applicable. Customer satisfaction willincrease when we identify, collect, share the data on continuous basis and improve
  23. 23. 23|P a g eProductivity Improvement through Right Governancethe process and output by collecting feedback from various stakeholders.Organization has to look for data through governance framework for overproduction,waiting time, non-value added processing, under-utilized people, excess movement,over preparation etc. to take action and measure the productivity improvementjourney.Finally by doing all the above mentioned metrics and measurement if organizationcan reduce execution cycle time with expected quality output by 20-30% it willcreate immense satisfaction to the investors.
  24. 24. 24|P a g eProductivity Improvement through Right GovernanceAbout the authorMr. Chandan Lal Patary Currently working as DevelopmentManager at ABB.applications across various domains and has successfullyexecuted many Projects. Chandan has worked on domain likeHealthcare, Aerospace, Building automation, Power automationunder real time mission criticaldevelopment. Chandan has 14 years of IT experience. He is certified PMP from2008 and he is a Green Belt certified holder. Chandan is an agile practioner andCertified Scrum Master. Chandan holds a Bachelor’sTechnology (NIT-Agartala) in Electrical Engineering. He has completed one yearExecutive General Management program from IIMProductivity Improvement through Right GovernanceMr. Chandan Lal Patary Currently working as DevelopmentManager at ABB. He has deep experience in developing Softwareapplications across various domains and has successfullyexecuted many Projects. Chandan has worked on domain likeHealthcare, Aerospace, Building automation, Power automationunder real time mission critical product development to large scale applicationdevelopment. Chandan has 14 years of IT experience. He is certified PMP from2008 and he is a Green Belt certified holder. Chandan is an agile practioner andCertified Scrum Master. Chandan holds a Bachelor’s from National Institute ofAgartala) in Electrical Engineering. He has completed one yearExecutive General Management program from IIM-Bangalore in 2007.Mr. Chandan Lal Patary Currently working as DevelopmentHe has deep experience in developing Softwareapplications across various domains and has successfullyexecuted many Projects. Chandan has worked on domain likeHealthcare, Aerospace, Building automation, Power automationproduct development to large scale applicationdevelopment. Chandan has 14 years of IT experience. He is certified PMP from2008 and he is a Green Belt certified holder. Chandan is an agile practioner andfrom National Institute ofAgartala) in Electrical Engineering. He has completed one yearBangalore in 2007.

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