PMWire-July2016

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www.pmikarachi.org
ISSUE:
July
2016
PMIKPC Newsletter
PM WIREK A R A C H I P A K I S T A N C H A P T E R
Entrepreneur Project
Manager Program

10year
Celebration
Greetings
from Chapter President
and Past Board Member
Entrepreneur
Project Management Programe
Expert
Corner
Inside this
ISSUE
PMI EMEA
LIM 2016
Infographic-
Project Manager
with business analyst
Path to
Leadership
A Leadership
behavior to becoming a 21st century
Strategic hustler
Managing
Generation at Workplace

/groups/8387035 /pmikpc/pmikpc/officialpmikpcwww.pmikarachi.org /pmikpc
Contents
Postal Address: 1/F, Bahria Complex III, M.T Khan Road, Karachi, Pakistan. Phone : +92300-820-7765
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24
BOD 2016
Editorial Message
Cover Story- 10 Year Celebrations of PMI-KPC
(128th Monthly Seminar)
Panel Discussion on Project Management Culture for Corporate Excellence
Project Management Awards 2016 - Change The World As Project Manager
Board of Director Meetings
(129th Monthly Seminar)
Leadership Traits for The Pakistan Workplace and MOU Signing Ceremenoy
for Entrepreneur Project Management Program
Expert Corner-Workshops
Path to Leadership Institute Master Class by Fahad Ahmed
Crossword Game By Karthik K Ramamurthy
Adaptable Behaviour-Strategic Hustler By Dr. Frank Lee Harper
Managing Generations at Workplace By Sadia Rao
Regional Collaboration
EMEA LIM 2016-Barcelona Spain
Infographic- Project Manager and Business Analyst
Welcome New Chapter Members
Coming Up Next

Issue July 2016 - Page 03
BOD 2016
Jayaram Bellur, PMP
Region Mentor
Asghar Ali Syed
President
Fahad Ahmed, PMP
Executive Vice President
Syed Waqar Hussain, PMP
Vice President Communications
Zaheer Khan
Vice President Finance
Wajahat Khan, PMP
Vice President Governance
Farhan Siddiqui
Vice President Marketing
Waseem Khan, PMP
Vice President
Membership Services
Saqib Shamim, PMP, PMI-ACP
Vice President
Professional Development
M Kashif Siddiqui, PMP
Vice President
Volunteer Coordination
Sanaullah Nawazani, PMP
Finance Director
Mohsin Iqbal, PMP
Director Marketing
Shenila Shahabuddin, PMP
Director Membership Services
Suhail Khaled, PMP,PMI-ACP
Director Professional Development
Muhammad Aamir, PMP, PMI-ACP
Director Poilcy & Records
Sana Waqar, PMP
Publication Director
Ahmad Bilal Khalid, PMP
Director Website
Kinza Ansari, PMP
Director Volunteer Coordination
Publication Team:
Osaid Ul lah Kehar
Content Editor
Danish Khan
Creative Designer
Tashbeeh Zehra
Publication Coordinator

Editor’s Desk
Dear Readers,
The long wait is over and we have set the July 10 year SPECIAL issue for you. It is indeed a moment of pride for us as the
Chapter has always conveyed well against your expectations which has helped us to get the Charter renewed consistently with
good standing. Hear from our past presiding officers and founding members as they congratulate the project management
community with all their best wishes.
This issue also highlights the Chapter’s initiatives to strengthen the Entrepreneur Project Management program in
collaboration with M/S OPEN and IMS-Innovative Management System which will further our efforts to reach out to you..
The interesting Strategic Hustler Journey well appreciated in the last issue, comes again for your interest unleashing yet
another level of leadership. Ms. Sadia shares her valuable insights on Managing different generations at Workplace.
Our Expert Corner is ready to answer all the project management queries you have.
Catch up with the latest PMI events and Leadership opportunities in this issue. Our Awards team is ready to pick Best of the
Best this year and registrations are open for all who think that they have done some outstanding projects to win some
prestigious titles. Hurry up! The battle begins soon… Till then,
Sana Waqar
Director Publications,
PMI Karachi Pakistan Chapter.
Dir-publications@pmikarachi.org

On April 09, 2016 Karachi Pakistan
Chapter (KPC) celebrated 10th Anni-
versary of its international affiliation
with PMI, USA. KPC is one of the 209
Chapters of PMI which is a globally
connected membership body promot-
ing project management world over.
This occasion coincided with the “Code
of Ethics” 10th Anniversary being
celebrated by PMI globally. A video
message “Value Ethics” received from
PMI President and CEO, Mr. Mark A.
Langley, on Why Ethics matter to the
career of Project Managers, Why our
Code of Ethics is Important, and how
we enforce its celebration by PMI, was
shown for the benefit of professionals.
Mr. Nadeem Naqvi, the Chief Guest
and Managing Director Karachi Stock
Exchange launched PMI-KPC “Project
of the Year Award 2016” of which
details have been placed at
www.pmikarchi.org. While addressing
the audience, he appreciated the
efforts of PMI Karachi Pakistan Chap-
ter for promoting project management
in the country. Mr. Nadeem advised
that for cultural change at national
level we have to concentrate on
improving basic education, leadership,
professionalism, integrity and ethics.
He expressed that in corporate and
entrepreneur sectors culture of team
empowerment and clarity of vision at
all organizational levels must be for
harmony and alignments.
Mr. Asghar Ali Syed President Karachi
Pakistan Chapter expressed that the
128th Monthly Seminar
Panel Discussion on "Project Management Culture for CorporateExcellence"
PMI-KPC 10 year celebrations launching of Project Management Awards 2016
celebration event has been strategi-
cally organized for promoting Project
Management Culture in view of forth-
coming big projects like Gawadar
Economic Corridor and sub-projects
emerging out of this mega project.
He added that in line with global
changes under the anticipated Wealth
Shift to Asia, we expect huge opportu-
nities for professionals in times to
come. He informed that as a proactive
contribution, KPC will conduct human
resource development programs to
prepare for the challenges ahead.
Experts from the field of IT, Engineer-
ing, Management Sciences and
Academia participated in the panel
discussion on the topic “Project Man-
agement Culture for Corporate Excel-
lence”. They were Dr. Amir Shamsi
Left to right: Mr. Aslam Mirza (Pioneer President PMIKPC), Dr. Noman Ahmed (NED University of Engineering and Technology),
Dr. Aamir Feroz Shamsi (IOBM), Moderator: Shabih Rizvi (Polaris), Mr. Nusratuallah Khan (HR Consultant),
Mr. Ghayasuzzaman (International Corporate Trainer), Mr.Haris Zafar (IT)

(IOBM); Dr. Noman Ahmed
(NED University of
Engineering and Technology);
Mr. Nusratullah Khan (HR
Consultant); Mr. Ghayasuzza-
man (International Corporate
T r a i n e r ) ;
Mr. Aslam Mirza (Pioneer
President PMI-KPC) and Mr.
Haris Zafar (IT). Mr. Shabih
Rizvi of POLARIS conducted
the session. All panelists were
of the view that Karachi Chap-
ter has rightly moved for
promotion of project manage-
ment culture at the time when
country is expecting big
projects. The session was very
interactive and questions
from the house were responded
by experts.
Mr. Fahad Ahmed Executive
Vice President of PMI Karachi
Pakistan Chapter presented the
vote of Thanks. Cake cutting of
10th Anniversary was
performed by all past Presi-
dents, existing Board of
Directors and staff of PMI-KPC.
Our Young Volunteers…
Who wants to take a Selfie..
Thankful to all the participants of KPC Day
for making it a memorable event
Cake cutting by
Past Presidents with PMI KPC Board
Vote of Thanks by the
Chapter President, Mr. Asghar Ali Syed
Chief Guest Address by Mr. Nadeem Naqvi,
Managing Director, Pakistan Stock Exchange
Thankful to all the participants of
KPC Day for making it a memorable event
Thankful to all the participants
of KPC day in making it a memorable event

I remember it was in June 2006 when we, the Board Members, got certificates from PMI
acknowledging us as Founder of Karachi Pakistan Chapter. It was a great moment for all of us
not because we got certificate of acknowledgement of our contribution to KPC but because
KPC got the long awaited Charter. Before that KPC was a Potential Chapter. Our journey
which started in 2004 reached its first milestone by receiving charter.
I am more happy today on the completion of 10 years of Karachi Pakistan Chapter after getting
its charter. During the past decade KPC has travelled a long journey full of remark
able achievements. I congratulate KPC Board and KPC Members for this.
S.M. Mumtaz Ahmed, PMP
It’s awesome now to see that PMI-KPC has celebrated its 10th Anniversary. The Chapter is
standing on strong footings of Monthly Seminars and Project Management Training
Programs. The President and Board Members are congratulated for their continued success in
making chapter flourish, keep it up.
There was a time in the very beginning when thing were so difficult to move on, mostly I was
all alone waiting for others to join in for monthly meetings. Luckily associated with a HR
Training association for regular talk on Project Management in their monthly sessions and got
opportunity to promote PMI- Karachi Chapter. Just within 6-months my team decided to hold
monthly seminar on our own and we religiously pursued it thereafter. It brought tremendous
strengths to PMI-KPC. My success lies in building a strong team which helped to move on
results-driven-management.
Now sky is the limit, wish all members and the board of PMI-KPC, all success at all times.
Founding & Charter President, PMI-KPC
M. Aslam Mirza
CEngr, MBA, LMG, PMP
Greetings
from Chapter Presidents
and Past Board Members

I extend my heartiest congratulations to PMI KPC for completing 10 years of success. It has
been an honor to witness and be part of KPC’s decade-long journey of growth. From a small
group of likeminded individuals to a membership base of almost 200, this journey has been a
rollercoaster ride! The dedicated volunteers and leaders of KPC have ensured incremental,
sometimes exponential, growth of the chapter. The outreach to academia and multiple
sectors, the growing volunteer team, the many milestones that KPC has achieved, and the
awards that recognize the chapter’s innovation and growth are commendable. This success
has been a result of the foresight of the founding Board members, the spirit and energy of the
current leadership, and the continued support of KPC members, supporters and well-
wishers. I wish the chapter continued success and growth.
Zahara Khan, Ex- President PMI KPC
It has been a pleasure to see PMI Karachi Pakistan Chapter develop and grow over the last ten
years. This has happened through the hard work of passionate, dedicated volunteers who
have put in significant effort and time. It has also been rewarding to see that the struc
tures, processes and systems have been put in place to make PMI-KPC sustainable.
The Chapter has done much to contribute to the field of project management in Karachi and
the region. PMI-KPC has provided individuals and organizations with a platform for enhanc-
ing project management practices and principles. Moreover, the Chapter has contributed to
the learning and networking among those working in the field of project
management.
Even more importantly, through focusing on the importance of project management effective-
ness and focusing on volunteering, PMI-KPC has contributed positively to the society.
I am looking forward to see PMI-KPC to continue developing and flourishing in the future.
Shabih Rizvi, Founding member of PMI-KPC
It is a great pleasure and pride to express that Karachi Pakistan Chapter (KPC) of Project Man-
agement Institute, U.S., has completed 10 years of its affiliation with PMI®. I on my own
behalf and on behalf of the Chapter Board & staff extend heartiest greeting to the nation,
Project Manager Community and specially to those who had been or who are the Chapter
Members. I take this opportunity to invite, for rejoining the Chapter membership, by all those
whose membership had been discontinued unknowingly and for no specific reason.
I praise efforts of the Chapter’s Pioneers for creating this august platform and appreciate
consistent contribution by follower Leaders. Present Board members are also consistent in
making due and innovative contribution which has resulted to membership base enhance
ment close to 200.
Let’s all promote project management culture for excellence in organizations and
professional’s career. I wish every success to the chapter for achieving hi fly results and
better future.
Asghar Ali Syed, P.ENG PMI KPC
Greetings
from Chapter Presidents
and Past Board Members

Board of
Directors Meetings
Chapter Leadership
working hard to serve your project management needs

129th Monthly Seminar
Leadership Traits for The Pakistan Workplace
and MOU Signing Ceremenoy for
Entrepreneur Project Management Program
Karachi Pakistan Chapter (KPC) of Project Management Institute (PMI), USA, continuing its consistency of performance
conducted 129th monthly seminar on May 3rd, 2016. On this day KPC also achieved a historical milestone by signing a Memo-
randum of Understanding (MoU) with two renowned organizations (M/S OPEN and IMS - Innovative Management System
Pakistan), for carrying out a program “The Entrepreneur Project Manager Program”. This initiative is in line with the KPC
slogan “Project Management Culture for Corporate Excellence” adopted by the Chapter for celebrating its 10th Anniver
sary. Mr. Toshio Fujita, Director Oil & Gas Division, SAITA Pakistan was the Chief Guest.
Speaker of 129th session, Mr. Ahmed Ayub, a seasoned Project Management Professional and Country Manager of 10Pearls
Private Limited made his presentation on the topic “Leadership Traits for the Pakistan Workplace”. Mr. Ayub expressed that
Pakistan is challenged with leadership
issues as there is a mass exodus of
talent from Pakistan. There are severe
professional and leadership crisis. He
added that nobody alone can improve
conditions as this requires teamwork
and motivation. He appreciated the
continued efforts of PMI Karachi Chap-
ter for carrying out knowledge sharing
sessions thus creating awareness and
commitment in the professionals. We
should fully support the Karachi Chap-
ter for promoting project management
culture - the effective way for successful
leadership.
Mr. Toshio, the Chief Guest expressed that Project Managers are in real the Entrepreneurs. He said that Project Managers
should be very careful in discharging their responsibilities as they have to make tough decisions and an incompetent Project
Manager brings loads of losses. The Japanese business leader Toshio Fujita also expressed that Entrepreneur create values for
organization and advised that they should come forward and take leadership role.
Dr Zakiuddin Ahmed of OPEN (Organization of Pakistan Entrepreneurs from North America) termed the MoU as an excellent
potential opportunity which, he said, would help the entrepreneurs become good project managers. He said his organization
is a membership body, based in North America and have all intentions to actively support this program.
Mr. Rashid Jamal of IMS shared the vision of this program and said that this collaboration is made to develop 100+ Entrepre
neur Project Managers in Pakistan in first year of this commitment.
Mr. Asghar Ali Syed, President PMI KPC, while presenting the vote of thanks said that time demands that we should find and
play our role in our country’s progress. He added that China Pakistan Economic Corridor project will bring enormous opportu-
nities for project professionals especially for young groups. We should proactively concentrate for developing qualified
human resource.
Event mementoes were presented at the end of the ceremony.

MoU
Signing
Chief Guest Mr. Toshio while addressing
his viewpoint about project managers
Moment of the event MoU Signing Ceremony
President Mr. Asghar Ali Syed while talking about
PMI- KPC and MoU signing.
Dr. Zakiuddin Ahmed while expressing
his views about the ceremony.
Mr. Rashid while expressing his views
about the ceremony
Mr. Ahmed Ayub, Country Manager,
Ten Pearls Pvt. Ltd.
MoU SignedLaunching of PM WIRE.
Team efforts behind the Event Young Pool of Participants

Social Media
coverage for PMIKPC Event

Q1) I have been recently appointed as a Project lead to manage a high
risk project. The team is highly qualified and senior to me. Which
management style suits me the best to walk forward with
this?
Being a Project Manager you always need to be on your toes, and when manag-
ing a high risk project it becomes extremely important to deal matters proac-
tively that have not become a risk yet. On top of the list is Team Management, it
is an art and when it comes to manage senior team members the situation can
be a real challenge and tricky if you don't handle matters quickly. As a manager
you need sensitivity along with skills, when leading and managing senior team
members, no matter what is your leadership style, always remember "People
Come First". You have got to respect the experience and seniority; you earn
respect by giving respect not just by demanding it. Build consensus through
participation, delegate important task and empower them for key challenges.
Communicate clearly on roles and responsibilities by engaging them in one-on-
one meetings. Identify team members who have leadership skills, make use of
their experiences and use them as your advisors. Not only will this make them
feel that they are being valued for their skills and knowledge but they will
also prove to be your strongest pillars.
Q2) In a tight matrix organization it is usually hard to acquire the
required authority level to lead and manage projects in a cross func-
tional team. How am I supposed to deliver the required results when
I can
only handle things as a Project coordinator or facilitator?
In a situation where the project manager is hired or assigned to manage a project and then turns out to be a
coordinator/facilitator is quite frustrating. The main reason for such a situation is organization culture where either the
leadership is too micro-managing or the organizational project management practices are quite weak. Are you reading this and
thinking well this looks quite familiar :). What one can do is to go an extra mile and perform what actually a PM does and
gradually build management trust. This involves better reporting, clear communication and demonstrating your problem
solving skills. This for sure is a pain staking task and requires real patience but once the trust level is developed the required
authority level will definitively follow and you can actually enjoy being a Project Manager.
Q3) In the middle of a Project, we realize that it is no longer aligned to the organizations strategy or prefer-
ences. Should the project manager freeze things as soon as the realization begins or continue to close the
project as assigned?
This is a classic case of demonstrating project management skills, often we find ourselves managing projects which somehow
have gone off the track and also no longer aligned with current organizational strategy. In such situations, PM should raise the
flag and ensure that the message is well received by the management. Again clear and concise communication along with data
is the key here. Once that is done, it’s up to the management’s decision whether to continue with the project or shut it down.
As per the best practice the project should be closed down but
at times it is not in the best interest of the organization as it
may cause representational damages. Project Manager
should perform comprehensive analysis and present it to
Governance Board and should invite the Portfolio Manager/
Business Analyst to this meeting comparing the expected
results with the initial business case. The decision processes
should be followed and decisions taken should be circulated
in the form of meeting minutes. Being a PM it is our
responsibility to present the clear picture with data so that
the management can take better decisions.
Do you have questions regarding
Project Management?
Feel free to seek advice from our
Expert Panel who will be happy
to assist you in your
day to day concerns regarding projects
or management….
Contact: evp@pmikarachi.org
ExpertCorner

Getting associated with PMI and PMI
KPC has proved to be a real blessing for
me. Not only it helped with my profes-
sional and personal transformation by
bringing out the best in me but also
provided me the opportunity to
network with likeminded people,
develop lasting relationships and
creation of a playful, respectful
environment where relationships
thrive.
However, it is the challenges associ-
ated with developing an organization
and creating a high-performing,
collaborative team that excites me the
most. That is why I joined the enthusi-
astic team of professionals at PMI-KPC
as a volunteer in 2010. In 2012, I was
elected to the PMI-KPC Board as the
Vice President, Governance & Policy.
In addition to the governance role, I
worked extensively on chapter’s
professional development programs.
In 2014, I was elected as the Executive
Vice President (President Elect) of the
chapter, which is my current role.
Starting 2017, I will take on the role of
the Chapter President InshaAllah.
All of the assignments at various BOD
positions require me to interact with a
diverse group of stakeholders with
conflicting priorities. While enriching,
these interactions also pose the
challenge of effective leadership and
management. To address this
challenge, I consciously started looking
at available leadership development
programs a few years ago. I also
attended various professional develop-
ment programs locally. However,
through my interaction with past
LIMC graduates in our chapter espe-
cially past Presidents Mr. Mumtaz
Ahmad and Ms. Zahara Khan, I saw the
impact of the LIMC program in action.
In 2014, I represented our chapter at
the Leadership Institute Meeting in
Dubai where I also met with other
members of the LIMC alumni. Since
then, I have been connected with this
global group.
Since last year the urge for LIMC appli-
cation has taken it’s toll but unfortu-
nately I couldn’t apply. But this time
around I applied (prayed excessively)
and fortunately got selected. Getting
selected for the LIMC program is really
a dream come true. 35 volunteer
leaders selected across the globe for
this elite program and representing
Pakistan is really an honor. I would
really thank my mentors Mumtaz Sb
who long before I was ready to take on
a leadership role inspired me to think
with a vision and strive for the LIMC
program and Zahara Khan who helped
and guided me at each and every step
through the application process and
personally assisted me. I see LIMC as a
platform for sharing, learning,
personal development, and planning
for action. I also believe that LIMC will
provide me the opportunity to enhance
my competencies as a leader and
manager.
They say that good things happen
when you get involved with PMI. And
certainly I’ve witnessed that!!
Path to
Leadership
Institute Master Class
By Fahad Ahmed,
PMP, ITIL V3
RVP-Project Manager,
Project Management Office,
Faysal Bank
Executive Vice President,
PMI Karachi Pakistan Chapter

Across
1. Dependent project events for inheritors? (10)
One word, two meanings.
6. Crazy Tom joins UN to start an attack! (5)
Anagram. Ends with ‘T’.
7. Augmented resources with unread deduction
(5) Answer word are hidden in the clue.
9. Allow tennis term (3) One word, two
meanings. 10. Modified specs for broken
treadle (7) Anagram. Word starts with ‘A’.
11. The “ball park” approach to estimation? (3,4)
15. Prince holds small registered company (3)
Answer word is hidden in the clue.
16. Diagrams done by mad Darwin missing single
(5) Anagram. Single in this clue stands for ‘I’.
17. With good governance and documentation,
a project ________ should be a walk in the
park! (5)
18. Comprehend with lower platform (10)
Meanings of the last two words provide the
first word!
Down
1. Modeled using Monte Carlo methods? (9)
2. Project resource numbers: A head ______ (5)
3. Which project manager would say ‘No’ to
________ resources? (5)
4. Begin activity with first article? (5)
5. Condition of person on horseback? (5) One
word, two meanings.
8. Mad Ed cited ad for full-time, passionate team
(9) Anagram. Look for three words totaling
nine letters.
12. Fifty in pain for ordinary activity (5)
Anagram. Starts with ‘P’.
13. Risk management! “An ______ of prevention
is worth a pound of cure (5)
14. Risks reduce as a project _________ the
end! (5)
15. Country found in the Captain Diaries? (5)
*Answer mentioned on pg 29
ACROSS/DOWNCROSSWORD
We are thankful to Karthik K Ramamurthy Founder & Principal Consultant - KeyResultz
for his participation in PMWIRE.

Each article of this series focuses
on the "world-class leadership
behavior and/or management
best practice" associated with
the featured letters of the
A.G.I.L.E. L.E.A.D.E.R.S.H.I.P.
with a G.R.I.P. framework. The
featured letter of this article is
the "A" in A.G.I.L.E.; which
introduces Adaptable Behavior.
From Mahatma Gandhi and
Winston Churchill to Martin
Luther King and Steve Jobs,
there can be many ways to lead
people as there are leaders.
Leadership pundits offer the
opinion that in business, trans-
formational leadership is often
the best leadership style to use.
However, I support the opinion
that not one style of leadership
fits all situations, so it's useful to
understand different leadership frameworks.
I am a fan of three behavior models that support adapting to the appropriate leadership styles. These include: Situational
Leadership® Model, Prosci ADKAR® Individual Change Model, and Group Dynamics Models. This article will cover the
Situational Leadership® Model.
Situational Leadership® Model
This leadership style is based on interplay among:
• The amount of guidance and direction a leader gives
• The amount of socio-emotional support a leader provides
• The readiness level that followers exhibit in performing a specific task
This concept was developed to help people attempt leadership, regardless of their roles, to be more effective in their daily inter-
actions with others. It provides leaders with some understanding of the relationship between effective style of leadership and
the level of readiness of their followers. The concept of readiness here has to do with specific situations—not with total sense
of readiness.
Being Adaptable – Situational Leadership and Emotional Leadership
I recall a Senior Vice President (SVP) of advanced technologies for a leading gaming technology and services company
stepping into a situation where the company is in a clover. The high-tech firm had captured 70 percent of its market but the
Strategic Hustler™: Adaptable Behavior - Part 1
Dr. Frank Lee Harper, Jr., CGEIT, PMP, the Global Strategic Hustler™
A Leadership Behavior to
Becoming a 21st Century

SVP knew trouble could lie ahead
stating, “Our systems are old,
inflexible, and highly proprietary.
Unless the company overhauls its
technology platform, we won’t be
able to innovate quickly or afford-
ably enough to meet customers’
needs.” The following scenario
highlights the steps taken to bring
this change into fruition and how adjusting leadership style contributed to success of this change initiative.
The steps taken align with the approach of a great leader, Fred Hassan, who is subject of my leadership lectures to global phar
maceutical students. Hassan is widely known as a turnaround expert in the pharmaceutical industry.
Step 1. Communicate and educate constantly
Make the business case for your initiative in irrefutable terms and communicate it repeatedly. The SVP bluntly expressed the
peril facing the company: “We won’t be able to serve our customers in the future.”
Hassan states, “The first thing is to identify the problem and to be brutally honest about the issue and to share that with the
people. Because being brutally honest, you actually build trust and build credibility.”
Step 2. Set boundary conditions
Dictate the business requirements that need to be met, but let employees decide how they’ll fulfill those requirements.
Hassan was of the opinion that if he interacted closely with sales representatives, they would provide him valuable strategic
insights. A focus on sales force performance could help a CEO to deliver a rapid turnaround in sales which would help finance
other essential changes while planning for long-term initiatives.
Step 3. Acknowledge difficulties and admit your mistakes
Probe for difficulties employees may encounter in making the transition. Acknowledge your own errors and be willing to make
midcourse corrections.
When an employee proved to her that the third-party software the SVP had insisted on installing presented integration
difficulties, the SVP agreed to jettison the product—even though the company already had paid $1 million for the license to use
it.
Step 4. Adjust your leadership style
Speaking of his pharmaceutical experience, Hassan said, “Turnarounds usually don’t happen quickly. When you come into a
stressed situation, you have to take some urgent steps. But for those who can hope to come in and do some fast, revolutionary
changes and see the product portfolio and customer relationships revolutionized, those things just don’t happen quickly and
easily.When people believe in what they are doing, then they are going to give a lot of themselves to it. In addition, I think that
shaping a culture requires sustained, strong leadership that is focused on the long term.”
The next post will be a continued discussion on Adaptable Behavior.
ALL THE BEST, CONTINUED SUCCESS!

Diversity is everywhere. No two individuals are same as this world is a stage of mixture of
people with different cultures, backgrounds, personalities, races and a lot more. In addition
to these differences, individuals may also differ in socio-economic statuses, work styles and
nature and period of employment. Diversity at work intends to consist of some visible as well
as invisible differences which may not have a direct creational origin from the area of work,
but undoubtedly have great impact on work attitude and performance.
“We are all different, which is great because we are all unique. Without diversity life would be
very boring” ~Catherine Pulsifier
Since every single individual is unique there are high chances that trend of creativity will
increase and best workplace outcomes will be achieved with multi-generations. I am not the
only one talking about this uniqueness of generations at workplace; different professionals
have time and time again spoken about it at different podiums. Executive Vice President and Head Global HR, TCS also high-
lighted that “we want people to retain their identity yet be integrated in company”. Therefore, managers in the current world
must learn how to manage these diverse behaviors.
Main Challenges for Managers:
(a) Interpersonal conflict and group cohesiveness: Multi-generations at work may lead to an open conflict if there is lack of
respect and mistrust among different generations
(b) Segmented communication networks: Most of the communication takes place between people with similarities either by
way of same place or by way of gender.
“Things to do” for Successful Project Managers in Managing Generations:
Managing generations is an on-going process. It is therefore, the responsibility of project managers to support workplace
diversity as a “project goal”. Project managers should:
1. Embrace and reinforce diversity and accept the principle of multi-generation
2. Motivate individually and be flexible in accommodating the requests of diversified workforce as they all may have
different values and needs
3. Involve as many people from every level (generation) when diversity initiative is being designed
4. Conduct periodic surveys to ensure the level of good management of multi-generations
5. Facilitate mentoring between generations to encourage more cross-generational interaction
6. Encourage young workers to seek the wisdom and experience from older workers. Likewise, older workers should be
encouraged to learn and to be open to fresh perspectives of young workers
7. Give voice and equal attention to all workers no matter which age group they belong to
8. Have regular communication with the team as it is a key to manage generations
Generations at workplace are an asset and play an important role in enhancing effectiveness at work. It helps in producing
better teamwork, better image and effective and happy workforce. Managers should try to follow the aforementioned “things
to do” list to achieve their project goals. Moreover, training of managers needs to be carried out to recognize and manage
differences in generations. Lastly, it is of paramount importance to change rather than trying to change the people at
workplace.
by Sadia Rao
Teaching Associate at Pharmacy Department, University of Karachi.
Managing Generations at Workplace
If you wish to contribute in this quarterly publication, you may write to dir-publications@pmikarachi.org

CHAPTER’S
INITIATIVES-REGIONAL
COLLABORATIONS
Mr. Asghar Ali Syed, President PMI Karachi Pakistan Chapter
held meeting with Dr. Asif Chishti, Project Director Vision 2025
Pakistan to find a role for chapter in
national agenda of vision 2025.
During his visit Mr. Asghar Ali Syed President
PMI Karachi Pakistan Chapter with
Mr. Naeem Iqbal President PMI Islamabad Pakistan Chapter
after monthly seminar of Islamabad Chapter
68TH PMP WORKSHOP
Back: Syed Shah Faizan, Muhammad Azeem Masoor,
Ali Hassa Zaidi
Middle: Kamran Hanif, Raa Tauqeer Ashraf,
Mohammad Faisal Khan, Shakir Ahmed Siddiqui,
Abdur Rashid Khan, Muhammad Farooq
Front: Abu Haifa Sadi, Suhail Khaled,
Asghar Ali Syed, Fahad Ahmed, Gulshan Oad

Every year, various PMI® Leadership Institute Meetings (LIMs) bring together global volunteers to learn, network, reunite
with friends, and have fun. These LIMs not only strengthen the leadership skills of the chapter leaders to impact chapter
operations but also contribute to the participants’ personal and professional development. This year's EMEA (Europe, Middle
East, Africa) LIM was held on 6-8 May 2016 at the Palau de Congressos de Catalunya in Barcelona, Spain.
With more than 300 leaders representing 81 chapters from 69 countries, this year’s LIM was the largest EMEA LIM ever.
About one-third of the total participants were attending the LIM for the first time while others were there to meet their global
family of PMI volunteers. The diverse group of participants provided a rich learning and networking experience. The partici-
pants had the opportunity to connect with fellow PMI chapter leaders and gather inspiration from each other. Leaders were
able to compare experiences with other leaders in both similar and different settings, and were able to bring back to their
respective chapters new lessons or initiatives.
The LIM kicked off with the opening keynote address by Mr. René Carayol, a leading business guru, who shared his views on
collaboration as the new leadership approach. Mr. Carayol shared his experience of effectively using collaboration and how
leadership plays a key role in successful project management. Following the keynote address, Mr. Antonio-Nieto-Rodriguez,
PMI Chair 2016, and Mr. Mark Langley, PMI President and CEO, shared the strategic vision of PMI. The opening session was
followed by knowledge sessions. This year’s LIM offered a number of educational sessions for
the participants to learn using interactive and play/game-based approach. For example, one
session used LEGO® SERIOUS PLAY® for creative strategic planning and problem-solving.
Leader’s Edge Tools and Resources displays were also available during the networking
breaks. These included information kiosks about PMI’s Academic Programs, Ethics Member
Advisory Group (EMAG), Marketing Portal, Chapter Development Resources, PMI Educa-
tional Foundation (PMIEF), and Volunteer Programs & Services. The LIM also celebrated
the completion of ten years of the PMI Code of Ethics & Professional Conduct (also known as
‘the Code’). The EMAG kiosk became a favorite hangout place for the LIM participants where
they put to test their knowledge about the Code by playing Who Wants to Be a Smiley-onaire.
The beautiful and historic city of Barcelona provided an interesting backdrop to the LIM. At
the close of each day, a reception was organized providing opportunities for the participants
to network and reunite with other volunteer leaders, PMI Board of Directors, and PMI staff.
These receptions also offered a unique opportunity to experience and enjoy the Catalan food,
music, language, and hospitality. Many volunteers were seen trying to do flamenco with local
dancers, enjoying a Barcelona-style conga line, or occupying the funny photo booth to create
memories.
The LIM closed with a keynote address by Mr. Kevin Kelly, a renowned motivational speaker,
who shared valuable insights about “Leading Like We Live It”. Mr. Kelly highlighted interest-
ing ideas such as how the current average attention span of human beings is shorter than the
attention span of a goldfish. He further emphasized the need for self-development by teach-
ing the auditorium full of participants how to do line dance. The EMEA LIM was followed by
a special luncheon program by the PMIEF to share its progress as well as to recognize and
celebrate the untiring efforts of its volunteers and supporters. A short video containing high-
lights from of the PMI EMEA LIM 2016 is available at: https://youtu.be/Qgk1U91AGPc.
Mark Langley,
PMI President &
Chief Executive Officer
seen in the center of last row.
Asghar Ali Syed,
President PMI Karachi
Pakistan Chapter 2nd from left
with other EMEA LIM attendees
from Pakistan
By Zahara Khan,
Head of Operations at Aga Khan Social Welfare Board of Pakistan,
Past President, PMI Karachi Pakistan Chapter

1. Syed Azher Jilani
2. Kashan Khan
3. Shakir Ather
4. Naveed Siddiqui
5. Syeda Sana Hussain
6. Zohair Ahsan
7. Mubeen Sirhindi
8. Baqa Muhammad
9. Saad Siddiqui
10. Syed Ghulam Dastagir Qadri
11. Assadullah Memon
12. Reema Mughal
13. Fatehuddin Junejo
14. Abid Rehmat
15. Omar Hayat Khan
16. Syed Faisal Ali
17. Muhammad Ali Muneeb
18. Mahesh Kumar Assnani
19. Hassan Ahmed
20.Muhammad Hanif
21. Shams ul Azam
22. Naveed Zia
We Welcome
New ChapterMembers
“April-June 2016”
*Other: Comprising of different industries
where total count is less than 6 like Food, Auto,
Training, and Aerospace etc.
Industry Wise
PMI-KPC Members
Health/Pharma
5%
Telecom
4%
Construction
5%
Manufacturing
6%
Fin.Sves
6%

COMING UP NEXT
• Monthly Seminars
• PMP Exam Preparation Workshops
• Other relevant Project Management trainings.
Please stay tuned at http://www.pmikarachi.org/events/ for updated schedules…
CrossWord
ANSWERS
CONTACT PERSON
Team publication is thankful for your interest. In case of any query you may reach out
Sana Waqar
Director Publications,
PMI Karachi Pakistan Chapter.
Dir-publications@pmikarachi.org

Disclaimer
© 2001 Project Management Institute. All Rights reserved
“PMI” and PMI logo are service and trademarks registered in the United States and other nations; “PMP” and PMP logo are
certification marks registered in the United States and other nations; “PMBOK” and “PM Network” are trademarks registered
in the United States and other nations.
The individuals and organizations contributing the articles, news items, photographs, images, and all other material published
in this magazine own the copyrights of their respective materials. No copyright infringement is intended by PMI, PMI Karachi
Pakistan Chapter, their office bearers, volunteers and/or the magazine team members. Prior written permission from the
respective author(s) or organization(s) is required before copying, reprinting or reproducing their copyrighted material.
The views and opinions expressed in this magazine do not necessarily reflect those of PMI, PMI Karachi Pakistan Chapter,
their office bearers, volunteers and/or magazine team. The information contained herein is believed to be accurate, complete
and reliable. PMI, PMI Karachi Pakistan Chapter, their office bearers, volunteers and /or the magazine team members accept
no responsibility or liability (legal or otherwise) for the accuracy, authenticity, validity and/or use of the information
contained herein by any means or in any way whatsoever.

PMWire-July2016

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