The document discusses the need to tap into the power of informal project management techniques. It proposes a methodology to identify exemplary historical informal projects in India and analyze them to develop a database of proven informal techniques. This would help bridge gaps in formal project management education. A survey found most essential project management skills can be developed through both informal and formal means.
Information note Most Significant Change - Ruberto/PradhanCecilia Ruberto
This document provides information on the Most Significant Change (MSC) methodology that was used as part of the monitoring and evaluation of the SCAMPIS project in India. It discusses:
1) An overview of the MSC technique and why it was relevant for the SCAMPIS project.
2) How the MSC methodology was implemented in India, including training youth to conduct interviews, collecting stories from farmers, and conducting multiple levels of analysis.
3) Specific details on the experience using MSC under the SCAMPIS project in Odisha, India, such as training staff and youth, collecting 25 farmer interviews through video and photos, and analyzing the results.
This document discusses how social media can benefit project management. It begins with an abstract that outlines how communication is key to project success but is changing with new technologies. The author then discusses their experience using social media for a case study project and conference. Specific benefits of social media are summarized for communication, scope, resources, and procurement. The author argues that social media allows for improved and constant communication across virtual teams.
The document proposes creating a Project Management Center of Excellence at the federal government level to address challenges with project management competencies and the impending retirement of 50% of the federal workforce by 2005. The Center would provide a centralized physical and virtual location for collaboration, mentoring, best practices sharing, and training to develop consistent project management skills across agencies. It would minimize duplication, promote knowledge sharing, and help reverse the loss of expertise through retirement by connecting project managers to resources and experts.
The document discusses a framework for assessing and planning complementary soft skills for project teams. It identifies three dimensions to consider: project environment, project type, and project role. Different environmental factors, project types, and roles require different soft skill priorities. The framework provides guidance on determining critical soft skills based on these dimensions. An example case study shows how a project manager used the framework to identify soft skill gaps contributing to project issues. Addressing these gaps through an action plan helped improve team morale and client satisfaction.
This document discusses how collaborative and social technologies can help unlock tacit knowledge in organizations and better channel the collective strengths of knowledge workers. It notes that while these technologies show great potential, simply implementing them is not enough - organizations must also rethink traditional processes and ways of working to fully realize the benefits. Providing guidelines for focusing collaborative technologies on business opportunities can help organizations better harness tacit knowledge for creating future opportunities.
The strategic planning process requires effective communication and clear thinking. Gathering and analyzing data from inside and outside of an organization – and subsequently turning those data into information – requires clear and concise communication between all of the involved parties. Likewise, taking the acquired information and developing an understanding of it such that appropriate strategies can be developed and actions taken requires extreme clarity of thought. The best way to synthesize data into information and information into strategy is by thinking and communicating visually during the planning process.
The document summarizes the results of a survey conducted by PM Experts on the importance of soft skills in project management. 74% of respondents considered soft skills essential for project success. Communication, decision-making, and motivating were identified as the most important soft skills. Training in areas like communication, motivating team members, and team building were deemed most useful by survey participants. The document concludes by introducing PM Experts, the consulting firm that conducted the survey.
Project managers are constantly juggling schedules, cost, and resources. Because of the rapid, evolving nature of projects today, people will come and go on projects. This webinar will consider how to respond to resource shifts and mitigate the impact of changing roles and people.
Information note Most Significant Change - Ruberto/PradhanCecilia Ruberto
This document provides information on the Most Significant Change (MSC) methodology that was used as part of the monitoring and evaluation of the SCAMPIS project in India. It discusses:
1) An overview of the MSC technique and why it was relevant for the SCAMPIS project.
2) How the MSC methodology was implemented in India, including training youth to conduct interviews, collecting stories from farmers, and conducting multiple levels of analysis.
3) Specific details on the experience using MSC under the SCAMPIS project in Odisha, India, such as training staff and youth, collecting 25 farmer interviews through video and photos, and analyzing the results.
This document discusses how social media can benefit project management. It begins with an abstract that outlines how communication is key to project success but is changing with new technologies. The author then discusses their experience using social media for a case study project and conference. Specific benefits of social media are summarized for communication, scope, resources, and procurement. The author argues that social media allows for improved and constant communication across virtual teams.
The document proposes creating a Project Management Center of Excellence at the federal government level to address challenges with project management competencies and the impending retirement of 50% of the federal workforce by 2005. The Center would provide a centralized physical and virtual location for collaboration, mentoring, best practices sharing, and training to develop consistent project management skills across agencies. It would minimize duplication, promote knowledge sharing, and help reverse the loss of expertise through retirement by connecting project managers to resources and experts.
The document discusses a framework for assessing and planning complementary soft skills for project teams. It identifies three dimensions to consider: project environment, project type, and project role. Different environmental factors, project types, and roles require different soft skill priorities. The framework provides guidance on determining critical soft skills based on these dimensions. An example case study shows how a project manager used the framework to identify soft skill gaps contributing to project issues. Addressing these gaps through an action plan helped improve team morale and client satisfaction.
This document discusses how collaborative and social technologies can help unlock tacit knowledge in organizations and better channel the collective strengths of knowledge workers. It notes that while these technologies show great potential, simply implementing them is not enough - organizations must also rethink traditional processes and ways of working to fully realize the benefits. Providing guidelines for focusing collaborative technologies on business opportunities can help organizations better harness tacit knowledge for creating future opportunities.
The strategic planning process requires effective communication and clear thinking. Gathering and analyzing data from inside and outside of an organization – and subsequently turning those data into information – requires clear and concise communication between all of the involved parties. Likewise, taking the acquired information and developing an understanding of it such that appropriate strategies can be developed and actions taken requires extreme clarity of thought. The best way to synthesize data into information and information into strategy is by thinking and communicating visually during the planning process.
The document summarizes the results of a survey conducted by PM Experts on the importance of soft skills in project management. 74% of respondents considered soft skills essential for project success. Communication, decision-making, and motivating were identified as the most important soft skills. Training in areas like communication, motivating team members, and team building were deemed most useful by survey participants. The document concludes by introducing PM Experts, the consulting firm that conducted the survey.
Project managers are constantly juggling schedules, cost, and resources. Because of the rapid, evolving nature of projects today, people will come and go on projects. This webinar will consider how to respond to resource shifts and mitigate the impact of changing roles and people.
This two-day summit in Mumbai, India will focus on asset integrity management in the oil and gas industry. Topics will include implementing asset integrity programs, pipeline integrity, corrosion management, inspection techniques, and safety practices. Speakers from ONGC, Reliance Industries, and other companies will provide case studies and expertise. Attendees can learn about setting up asset integrity systems, network with industry leaders, and find solutions to challenges in managing asset integrity in India. The summit aims to maximize productivity and mitigate risks by sharing best practices for maintaining asset integrity.
This document discusses three transformational projects:
1. India's polio eradication program which successfully reduced cases of polio in India from 200,000 annually to zero through extensive vaccination efforts across the country.
2. The relocation of Tata Motors' Nano car project from Singur, West Bengal to Sanand, Gujarat after facing protests in Singur. The relocation transformed Sanand into a major automotive hub.
3. The inception of the Indian Premier League cricket tournament which had significant economic and social impacts and was executed through innovative planning.
NLP is a model of communication and personal change that focuses on the connection between neurology, language, and human behavior patterns that are learned through experience. It was developed in the 1970s in California by Richard Bandler and John Grinder. The core concepts of NLP include modeling subjective experiences, understanding unconscious beliefs and behaviors, and using language strategically to help achieve goals and change perspectives. NLP provides tools like the Meta Model for questioning assumptions and the Milton Model for indirect suggestion to help people develop awareness and flexibility.
Dipecho v aan project orientation workshop summary reportedmnepal
The document summarizes a project orientation workshop held in July 2009 in Chitwan, Nepal. The workshop aimed to orient partners on the DIPECHO funded project "Surakshit samudaya II: Building disaster-resilient communities, Nepal". Over three days, project objectives, activities, timelines, and implementation plans were discussed in detail. Partners finalized work plans and understanding of mainstreaming disability into disaster risk reduction efforts. The workshop also helped establish collaboration between project partners and set monitoring and reporting procedures.
This document discusses tools and techniques for managing projects that encounter problems and become "red" or off-track. It provides two case studies of implementing Oracle ERP projects and discusses lessons learned. The objectives are to familiarize audiences with readily available tools to get projects back on schedule, such as enhanced communication, examining the "triple constraints," breaking projects into smaller phases, and reanalyzing and mitigating risks. Keywords include risk identification/mitigation and early warning signs of project issues.
Managing diverse and multi-located teams poses challenges like communication issues, lack of team cohesiveness, and difficulty controlling projects. To address this, a case study program implemented strategies like standardizing communication in English, conducting team building activities, and setting up proper communication mechanisms. This led to benefits such as an encouraging work environment, employee satisfaction, and satisfied clients. Key lessons included understanding team and project needs, creating a conducive work culture, and having strong leadership and contingency plans.
This document is a resume for Ijah Jablonski that summarizes their qualifications, education, professional organizations, counseling experience, employment history, and references. Ijah has a Master's degree in Mental Health Counseling and a Bachelor's degree in Psychology, and has experience in counseling organizations, as a program moderator, and in management roles.
Here you will find lots of information regarding your Research Paper Summarize. It will help you to organize your thoughts and ideas and to systematize all your knowledge. More details are here https://essay-academy.com/account/blog/how-to-summarize-a-research-paper
Este documento describe los diferentes niveles de organización biológica, desde el nivel atómico hasta el nivel de biosfera, pasando por los niveles molecular, celular, tisular, de órganos, de sistemas y aparatos, de poblaciones, y de ecosistemas.
By moving two matches in the provided equation, a correct equation can be formed. The matches can be rearranged to create a valid mathematical statement through addition, subtraction, multiplication or division. The short puzzle challenges the reader to logically consider the positioning of the matches to derive an accurate calculation.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
The document shows data on milk and egg production from 2005-06 to 2009-10 in the major states of India. Milk production increased overall in India from 91934 thousand metric tons in 2005-06 to 106839 thousand metric tons in 2009-10. Egg production also increased overall from 43820 million numbers in 2005-06 to 57595 million numbers in 2009-10. The states that saw the largest increases in milk production included Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Orissa, Rajasthan, Tamil Nadu, Uttar Pradesh, and West Bengal.
The document provides information about several famous landmarks and locations around the world. It discusses the Taj Mahal in India, describing it as a white marble mausoleum and one of the finest examples of Mughal architecture. It then briefly mentions Bora Bora islands in French Polynesia, known for its lagoon and barrier reef, before covering Mount Fuji in Japan, the tallest mountain in the country. The summary concludes with short descriptions of the Great Wall of China and Castle Neuschwanstein in Germany.
Spontaneous cerebrospinal fluid leaks can occur as a variant of benign intracranial hypertension. These leaks involve escapes of cerebrospinal fluid through defects in the bones of the skull for no apparent reason. They may cause symptoms like headaches, nausea, and vision problems. Diagnosis involves imaging tests and examination of the leaked fluid. Treatment aims to repair the leak site and reduce pressure in the skull and spinal column.
El documento trata sobre la industria textil y de confecciones en el Perú. Explica que la industria abarca desde el procesamiento de fibras hasta la confección de prendas de vestir. Destaca que la industria textil peruana ha crecido gracias a las exportaciones de prendas de alta calidad a los mercados nacionales e internacionales. También resalta que la tradición textil peruana data de la época preinca y que actualmente el sector representa una importante fuente de empleo y desarrollo económico para el
R programming language: conceptual overviewMaxim Litvak
This is an advanced overview of the programming language R showing the concepts and paradigms used there.
Target audience: R programmers who want to see the big picture and software engineers who have a broad experience in other technologies and want to grasp how R is designed.
Dokumen tersebut membahas tentang konservasi air tanah dan mata air di daerah aliran sungai prioritas. Dokumen tersebut menjelaskan tentang sistem hidrologi dan hidrogeologi, serta komponen-komponen yang berperan di dalamnya seperti batuan, ekosistem, dan tata air. Dokumen tersebut juga membahas pentingnya pemetaan akuifer dalam skala rinci untuk keperluan konservasi air tanah.
El documento trata sobre la obesidad. En 2014, más de 1900 millones de adultos tenían sobrepeso y más de 600 millones eran obesos. La obesidad se caracteriza por un exceso de tejido adiposo y se diagnostica mediante el índice de masa corporal. Puede prevenirse adoptando hábitos alimenticios saludables y practicando actividad física regular.
This two-day summit in Mumbai, India will focus on asset integrity management in the oil and gas industry. Topics will include implementing asset integrity programs, pipeline integrity, corrosion management, inspection techniques, and safety practices. Speakers from ONGC, Reliance Industries, and other companies will provide case studies and expertise. Attendees can learn about setting up asset integrity systems, network with industry leaders, and find solutions to challenges in managing asset integrity in India. The summit aims to maximize productivity and mitigate risks by sharing best practices for maintaining asset integrity.
This document discusses three transformational projects:
1. India's polio eradication program which successfully reduced cases of polio in India from 200,000 annually to zero through extensive vaccination efforts across the country.
2. The relocation of Tata Motors' Nano car project from Singur, West Bengal to Sanand, Gujarat after facing protests in Singur. The relocation transformed Sanand into a major automotive hub.
3. The inception of the Indian Premier League cricket tournament which had significant economic and social impacts and was executed through innovative planning.
NLP is a model of communication and personal change that focuses on the connection between neurology, language, and human behavior patterns that are learned through experience. It was developed in the 1970s in California by Richard Bandler and John Grinder. The core concepts of NLP include modeling subjective experiences, understanding unconscious beliefs and behaviors, and using language strategically to help achieve goals and change perspectives. NLP provides tools like the Meta Model for questioning assumptions and the Milton Model for indirect suggestion to help people develop awareness and flexibility.
Dipecho v aan project orientation workshop summary reportedmnepal
The document summarizes a project orientation workshop held in July 2009 in Chitwan, Nepal. The workshop aimed to orient partners on the DIPECHO funded project "Surakshit samudaya II: Building disaster-resilient communities, Nepal". Over three days, project objectives, activities, timelines, and implementation plans were discussed in detail. Partners finalized work plans and understanding of mainstreaming disability into disaster risk reduction efforts. The workshop also helped establish collaboration between project partners and set monitoring and reporting procedures.
This document discusses tools and techniques for managing projects that encounter problems and become "red" or off-track. It provides two case studies of implementing Oracle ERP projects and discusses lessons learned. The objectives are to familiarize audiences with readily available tools to get projects back on schedule, such as enhanced communication, examining the "triple constraints," breaking projects into smaller phases, and reanalyzing and mitigating risks. Keywords include risk identification/mitigation and early warning signs of project issues.
Managing diverse and multi-located teams poses challenges like communication issues, lack of team cohesiveness, and difficulty controlling projects. To address this, a case study program implemented strategies like standardizing communication in English, conducting team building activities, and setting up proper communication mechanisms. This led to benefits such as an encouraging work environment, employee satisfaction, and satisfied clients. Key lessons included understanding team and project needs, creating a conducive work culture, and having strong leadership and contingency plans.
This document is a resume for Ijah Jablonski that summarizes their qualifications, education, professional organizations, counseling experience, employment history, and references. Ijah has a Master's degree in Mental Health Counseling and a Bachelor's degree in Psychology, and has experience in counseling organizations, as a program moderator, and in management roles.
Here you will find lots of information regarding your Research Paper Summarize. It will help you to organize your thoughts and ideas and to systematize all your knowledge. More details are here https://essay-academy.com/account/blog/how-to-summarize-a-research-paper
Este documento describe los diferentes niveles de organización biológica, desde el nivel atómico hasta el nivel de biosfera, pasando por los niveles molecular, celular, tisular, de órganos, de sistemas y aparatos, de poblaciones, y de ecosistemas.
By moving two matches in the provided equation, a correct equation can be formed. The matches can be rearranged to create a valid mathematical statement through addition, subtraction, multiplication or division. The short puzzle challenges the reader to logically consider the positioning of the matches to derive an accurate calculation.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
The document shows data on milk and egg production from 2005-06 to 2009-10 in the major states of India. Milk production increased overall in India from 91934 thousand metric tons in 2005-06 to 106839 thousand metric tons in 2009-10. Egg production also increased overall from 43820 million numbers in 2005-06 to 57595 million numbers in 2009-10. The states that saw the largest increases in milk production included Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Orissa, Rajasthan, Tamil Nadu, Uttar Pradesh, and West Bengal.
The document provides information about several famous landmarks and locations around the world. It discusses the Taj Mahal in India, describing it as a white marble mausoleum and one of the finest examples of Mughal architecture. It then briefly mentions Bora Bora islands in French Polynesia, known for its lagoon and barrier reef, before covering Mount Fuji in Japan, the tallest mountain in the country. The summary concludes with short descriptions of the Great Wall of China and Castle Neuschwanstein in Germany.
Spontaneous cerebrospinal fluid leaks can occur as a variant of benign intracranial hypertension. These leaks involve escapes of cerebrospinal fluid through defects in the bones of the skull for no apparent reason. They may cause symptoms like headaches, nausea, and vision problems. Diagnosis involves imaging tests and examination of the leaked fluid. Treatment aims to repair the leak site and reduce pressure in the skull and spinal column.
El documento trata sobre la industria textil y de confecciones en el Perú. Explica que la industria abarca desde el procesamiento de fibras hasta la confección de prendas de vestir. Destaca que la industria textil peruana ha crecido gracias a las exportaciones de prendas de alta calidad a los mercados nacionales e internacionales. También resalta que la tradición textil peruana data de la época preinca y que actualmente el sector representa una importante fuente de empleo y desarrollo económico para el
R programming language: conceptual overviewMaxim Litvak
This is an advanced overview of the programming language R showing the concepts and paradigms used there.
Target audience: R programmers who want to see the big picture and software engineers who have a broad experience in other technologies and want to grasp how R is designed.
Dokumen tersebut membahas tentang konservasi air tanah dan mata air di daerah aliran sungai prioritas. Dokumen tersebut menjelaskan tentang sistem hidrologi dan hidrogeologi, serta komponen-komponen yang berperan di dalamnya seperti batuan, ekosistem, dan tata air. Dokumen tersebut juga membahas pentingnya pemetaan akuifer dalam skala rinci untuk keperluan konservasi air tanah.
El documento trata sobre la obesidad. En 2014, más de 1900 millones de adultos tenían sobrepeso y más de 600 millones eran obesos. La obesidad se caracteriza por un exceso de tejido adiposo y se diagnostica mediante el índice de masa corporal. Puede prevenirse adoptando hábitos alimenticios saludables y practicando actividad física regular.
O documento descreve diferentes tipos de placas-mãe, incluindo AT, ATX, AT/ATX, BTX, LPX e ITX. O padrão ATX foi desenvolvido para resolver problemas do padrão AT anterior, como espaço reduzido e risco de superaquecimento. O padrão ITX tem o objetivo de oferecer computadores altamente integrados e compactos com tudo integrado na placa-mãe.
Este documento describe diferentes tipos de tejido conectivo y adiposo. Explica que el tejido conectivo está compuesto de células inmersas en una matriz extracelular rica en fibras y sustancia fundamental. Describe tres tipos de tejido conectivo - laxo, denso e irregular - así como tejidos conectivos especializados como el adiposo, cartilaginoso y óseo. También describe el tejido adiposo unilocular y multilocular, señalando que el primero almacena grasa blanca y se encuentra debajo de
Hindi translation of the report: Challenges to Journalism in Bastar
A Report by the Fact Finding Team of the Editors Guild of India
बस्तर में पत्रकारिता के समक्ष चुनौतियां
एडिटर्स गिल्ड ऑफ इंडिया के एक तथ्यान्वेषी दल की रिपोर्ट
Metabolic acidosis can be caused by increased acid production, decreased acid excretion, or bicarbonate loss. It is classified as high or normal anion gap and treated by addressing the underlying cause, replacing losses, and using bicarbonate supplementation in emergencies. Lactic acidosis, diabetic ketoacidosis, and renal tubular acidosis require specific management such as fluids, insulin, electrolyte replacement, or bicarbonate therapy. The prognosis depends on the cause, with appropriate treatment helping recovery but sometimes leading to organ dysfunction or failure.
Pmi conf pres for 21.11.10 by praveen guptaPraveen Gupta
1) The document discusses tapping into the power of informal project management techniques which have historically proven successful in large-scale projects in India without formal project management frameworks.
2) It proposes identifying exemplary historical informal projects, categorizing them, analyzing management techniques used, and building searchable databases to incorporate these learnings into formal project management education.
3) The goal is to bridge gaps in skills of future project managers by developing a mix of informal and formal skills, and applying techniques like emotional intelligence and artificial intelligence to measure and improve informal skills over time.
The document discusses the importance of tapping into informal project management techniques. It notes that many historical projects in India were completed successfully before the advent of formal project management practices, such as the Taj Mahal which was built over 22 years without any deviations. The document proposes identifying exemplary informal projects, categorizing them, analyzing management approaches used, and developing online databases to document informal techniques. It suggests incorporating learnings into formal project management education to bridge skills gaps. A methodology is outlined, and challenges of institutionalizing informal project management practices are discussed.
Remote project management is becoming more common as technologies allow people to work from anywhere. This presents both benefits and challenges for project managers. Remote project managers must have strong communication, organization and leadership skills to coordinate project teams who may be in different locations and time zones. Two key industries that utilize remote project management are IT and apparel. Effective remote project management approaches are needed to overcome issues that can arise from physical and cultural distance between remote team members.
This technical paper explores the importance of soft skills like leadership for project managers. It discusses how leadership is crucial for project success as it helps integrate team members and motivate them. The paper outlines different leadership styles and techniques for developing leadership skills, including coaching and mentoring. Effective coaching and mentoring through situational leadership can help individuals and teams achieve their goals while also benefiting the overall organization.
This document discusses the key processes involved in project management. It begins by explaining the importance of understanding stakeholders and their various needs and perspectives. It then discusses factors that help projects succeed, with executive support and user involvement being the most important. The document outlines the typical project management processes of initiation, planning, execution, control, and closure. It emphasizes the need for leadership, communication skills, and managing resources effectively. Developing an internal methodology tailored to an organization's specific needs is also recommended.
This document describes a meshworking approach to provide support for cross-cutting sustainability programs across organizations. Key points include:
1. A meshwork is a structured collaboration across organisations to accelerate learning and results through an online technology platform, facilitated meetings, training modules, and peer-to-peer mentoring.
2. This approach aims to build on strengths of cross-cutting teams, integrate knowledge and IT resources, and build communities of practice to help programs overcome challenges of effective collaboration across silos.
3. The meshworking support process uses a template of pillars, conditions, and best practices to link individual actions to program goals and identify relevant knowledge for participants.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document summarizes a case study about developing a web-based learning program for project management training at SP Jain Institute of Management and Research.
[1] The institute felt a need to make the popular project management training program accessible to working professionals unable to attend in-person due to work pressures, so it was decided to develop an online program aligned with PMBOK guidelines. [2] The development of the web-based program itself was managed as a project, with planning of scope, schedule, budget and execution. [3] The case study details the project planning and management processes used, and discusses challenges faced during development and post-implementation of the new online learning program.
Project management methodologies are often seen as only relevant for large organizations, but this document argues they can also benefit small organizations. Some key challenges for small organizations in implementing project management include overcoming perceptions that it is unnecessary or too complex. Early challenges involve getting buy-in from senior management and addressing resistance to change from employees. The methodology also needs to be tailored to fit the small organization by selecting only relevant elements and practices. With the right preparation and leadership, a project management approach can structure work and increase productivity even in small "pygmy" organizations.
This document discusses project management in the collaborative age. It argues that future project management will be collaborative, utilizing tools that provide real-time data and analytics on mobile devices. A case study is presented of a gaming company that implemented a collaborative project management tool to overcome challenges like a lack of standardization and data-driven decision making. The tool provided benefits like centralized data storage, automated reporting, task management, and better communication between distributed project teams.
Part of the “Leadership” Research, Innovation and Enterprise Exchange
powered by PechaKucha
Thu 25 Apr, 2013
University of Salford
http://uosleadershipexchange.eventbrite.co.uk
http://www.youtube.com/user/RIEUSalford
http://www.pechakucha.org/channels/powered-by-pechakucha
This document discusses applying project management techniques to research and innovation projects. It argues that while project management is seen as hindering creativity in such projects, not using it can lead to delays. It proposes tailoring common project management approaches to the needs of research projects. This includes focusing on planning, using quality tools to identify risks, considering multiple options simultaneously, and promoting "out of the box" thinking in project managers. A case study on reducing bicycle weight illustrates these customized project management techniques.
This document discusses developing staff to support organizational change through embedding transliteracy values. It proposes using the SEDA "Embedding Learning Technologies" course and JISC tools to develop staff as "third space professionals" who can enable new approaches to learning technology. The goals are to develop an institutional approach to staff support and development, increase engagement with technology, and enhance student and staff experience. Connectivism is presented as a pedagogical framework to develop transliteracy qualities like understanding a range of tools and sensing cultural/historical context. Participants would create projects related to their roles to gain authentic experience applying concepts. The intended outcomes include developing shared approaches to technology enhanced learning and fostering collaborative partnerships across departments.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. The training will teach participants how to effectively lead project teams and increase work productivity. Over the two days, participants will learn skills such as effective team building, decision making, communication, change management, motivation, and conflict resolution. The training will provide up to 14 professional development units and is intended for project managers, program managers, and other leadership roles.
This document discusses tools and techniques for managing projects that have encountered difficulties and are at risk of failing. It provides two case studies as examples. The first case study describes a project that was 25% complete that was using a "big bang" approach across several countries. Early warning signs identified communication, team, and scope issues. The project was turned around by improving communication, quantifying scope changes, and better business/project alignment. The second case study describes a project 70% through time that faced significant technology challenges. Issues involved new technology, expanded scope, dispersed teams, and unaddressed risks. The project was salvaged by addressing these issues.
This presentation describes the programme in more details. This is a part-time Master degree program for senior managers. This is an international program delivered by a consortium of schools based in China, Brazil, India,
UK, Canada.
One of our key speakers is Kamil Mroz, global project, program, and portfolio management leader, project management trainer, whose topic is about: How can a Project manager be successful working with complex systems, stakeholders, and processes?
Education for Sustainable Development - Decade for Sustainability Education UNESCO - DESD WS2: Skills and Competenes - WS 3: Concepts for Capacity Building
The document discusses the need for project management skills in today's changing environment where unpredictability is common. It argues that project management is not difficult and describes Ian Seath's practical approach, which focuses on giving people skills through working on real projects. The benefits seen by clients include improved ability to define objectives, set plans, and achieve results through a structured yet flexible methodology.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
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The document discusses delegating project management tasks from project managers to team members in order to improve organizational efficiency. Currently, project managers typically handle all project management tasks themselves. This leads to higher costs, lower team motivation, and missed opportunities. The document proposes a solution where project managers delegate appropriate project management tasks to team members. This would reduce costs by utilizing resources more efficiently. It would also increase team member motivation and involvement. The document addresses some concerns about this approach and provides recommendations for implementation at different organizational levels.
The document discusses sustainability in project management. It explores how sustainability relates to projects and project management. Key points include:
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2) Project managers may have responsibility for sustainability aspects of projects and their outcomes.
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The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
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This document discusses strategies for managing everyday conflicts at work. It suggests that minor unresolved conflicts can lead to major losses in productivity, satisfaction and focus within teams. Conflict is inevitable in team environments but can be minimized through awareness and effective conflict resolution strategies. The document explores how individual personality traits and interpersonal skills influence conflicts, and provides models for resolving conflicts at different levels from individual to team to organizational.
This document discusses a model for risk analysis and mitigation that accounts for dependencies between risks. It introduces concepts like Risk Influence Factors, risk networks, and risk prioritization. The model involves discovering risks through a "what if, why" analysis. It then generates a risk network by analyzing how risks within and across categories influence each other. Risks in the network are prioritized based on their costs, benefits, and other factors. Dependencies between risks are also analyzed to inform mitigation efforts over time.
This document discusses using statistical techniques to improve predictability in project performance. It provides three scenarios as examples: 1) Predicting critical activities on a schedule using a criticality index, 2) Estimating a project schedule and cost using Monte Carlo simulation, and 3) Building an early warning system for project monitoring and control. The document emphasizes that statistical methods can help project managers develop more accurate estimates and better manage project risks and performance.
The document discusses applying project cost management principles like earned value management (EVM) to software maintenance projects. It outlines the types of maintenance tasks, challenges in effort estimation, and proposes using a software maturity index and EVM to estimate maintenance costs and improve project measurement and control. Accurately estimating effort is key to the successful application of EVM for software maintenance projects.
The document discusses success factors for new product development processes. It categorizes 57 success factors into organizational, technological, market, and environmental factors. These factors are mapped to six phases of product development cycles: idea generation, product concept testing, product design, prototype development, market testing, and commercialization. Understanding which factors are most important in each phase can help organizations optimize resources and improve new product development.
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1. Aum gam ganapataye namya.
High Time to Tap the
Enormous Power of
Informal Project
Management
Praveen Gupta
Hindustan Petroleum Corporation Limited (HPCL)
2.
Contents
1.1 Abstract: 3
1.2 Keywords: 4
1.3 Introduction : 4
1.3.1 What is the problem ? 4
1.3.2 Why is it interesting and important? 5
1.3.3 Why is it difficult? 5
1.4 The Methodology / Process Followed 6
1.4.1 Sample survey format adopted : 7
1.4.2 Results of Survey : 8
1.4.3 The Conclusion & Future Work 12
1.5 References : 12
1.6 Author(s) Profile : 13
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3.
A suggested structured approach to tap few drops from the sea of immense
wisdom driven by experience and power of instinctive & intuitive thinking from the
informal part of all of us. This may give us a unique direction to introspect and
incorporate the missing link in approaches and methodologies to execute the projects
successfully.
1.1 Abstract
India’s richness of its glorious past is reflected through the best of monuments /
temples built centuries ago..Like Taj Mahal, counted in the seven wonders of
world..
Just look at these facts :
The construction of Taj Mahal started in 1631
22,000 laborers and 1,000 elephants.
It was built entirely out of white marble, which was brought in from all over India
and central Asia.
With expenditure of approximately 32 million rupees (approx US $68000), was
finally completed in the year 1653.
Now can we even imagine who managed such spectacular project with so much
material, resources, money and with schedule spanning over 22 years without any
deviation in objective to deliver the product , known by world as “taj mahal ???
....when there was hardly any formal project management education available!!!
Forget the project management and the technological advancement, we are
enjoying and utilizing today on every project today.
Still 70 % of Projects fails???
Do we need to introspect seriously and learn from the historical past and
experience India is having scattered at every corner geographically? The
incredible power of visionary & creative human resources in Indian citizens
present through ages & informal ways of converting their visions to realities need
to be felt , understood, carefully analyzed and key learning from this exercise
should be tried to integrate in project management education & techniques today
to enhance the success rate of the projects we handle today.
The objective of this paper is to suggest a structured methodology to make a
conscience effort to get the best of informal project management techniques &
solutions and to integrate with the formal project management domain for bridging the
missing link required to deliver the projects successfully as far as possible.
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4.
1.2 Keywords:
FPM – Formal Project Management
IPM – Informal Project Management
IQ – Intelligent Quotient
MQ – Management Quotient
EQ – Emotional Quotient
EI – Emotional Intelligence
AI – Artificial Intelligence
II – Informal Intelligence
1.3 Introduction :
Though every one of us has experienced the magic and power behind the surprising &
charismatic works performed by the so called illiterate and uneducated people living
in remotest parts of the country. But would have never given a serious thought of
acknowledging that there is something to learn from their experience of executing
extraordinary things without the knowledge & support of formal way of addressing
such work.
Belief in philosophy of born project managers or dependence on raw and informal
experience driven approach to take intuitive, practical & correct decisions to handle
even very complicated tasks needs to be carefully revisited. Further most sustainable
and practical way of tapping this power of informal processes needs to be formalized,
institutionalized and should be made part of our educational systems to inculcate this
approach of out of box visionary thinking to find solution to problems. Laboratory made
project managers needs to be given the realistic flare of practical situations and should
be adequately exposed to the formal interactions of extraordinary and invaluable
experience of the informal performers to be better equipped in future.
1.3.1 What is the problem ?
The problem which is to be addressed via this paper has enormous challenges to
focus on practical and viable techniques of tapping the vast power of various aspects
of informal project mgmt. The biggest challenge is to quantify the intangible skills and
convert them in to a format which could be made part of the curriculum of formal
project management education to get the benefits. It is quite similar to mapping the
intelligence of human being to computers, where neural network based artificial
intelligence is playing a very vital role. Such huge efforts to identify such persons /
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5.
approaches / informal process scattered over wide geographical places with honest
intentions of capturing such thoughts / experiences / decisions / actions and
converting them to the useful, searchable database of contextual relevance is the
guided path and strategy to deliver the useful results from this paper.
I would like to make it explicitly clear here that this paper in no way suggest that we
should rely completely on informal or formal techniques of project management to
address any problem but is suggested hereby only that if we can work towards
quantifying the intangible skills, explore the treasury of extraordinary historical
experience and start embracing the art of making intuitive correct judgments and
various other similar aspects of informal intelligence (II) / project management in a
structured and formal way, then it will definitely help us to reduce the failure of projects
handled with most advanced techniques of formal project management available
today. The solution lies in integration & merger of both approaches based on
intelligent and judicious mix keeping in mind the contextual relevance & significance of
each of them.
1.3.2 Why is it interesting and important?
To reflect the period through which informal project management is exercised in our
country and to feel the marvelous and wonderful aspects of the same in present times
and touching our today’s lives, I would like to highlight the process and facts followed
by the famous Mumbai Dabbawalah’s as below:
Started in the 1880s , 4500 semi-literate dabbawalas collect and deliver 175,000
tiffin boxes covering more than 25 kms of public transport, 10 kms on foot and
involving multiple transfer points with their own coding system for the error-free
delivery
They have achieved virtual six-sigma quality with zero documentation?
The Dabbawalla’s operations is an excellent model of elegant logistics,
operational efficiency & supply chain management with absolutely astonishing
fact that this model is completely home grown model envisioned, developed and
perfected by individuals who are not exposed to formal scientific methods
procedures or principles of management.
It is really a remarkable, live and operational example of the capacities and
capabilities of informal project management. Most importantly attitude of competitive
collaboration seen and felt is equally unusual. Looking at the entire operation, process
is competitive at the customers' end but united at the delivery end, ensuring their
survival for more than 120 years. Is their informal business model worth replicating in
today’s digital age is the big question??
1.3.3 Why is it difficult?
There are various untold and unpublished examples of informal excellence presence
all across all of us. In schools, colleges, organizations and in society as a whole,
where we have witnessed this and felt also. In even formal organizations, there are
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6.
certain employees whose intuition coupled with experience has shown the solution to
even very complex problems of corporate world and it is not a new phenomenon. But
how to tap such potentials for more useful and practical aspect is the big question???.
1.4 The Methodology / Process Followed
In most basic terms the informal PM is the unplanned execution of work without
adhering to standard procedures, hierarchy or rules, emphasis here is getting the work
done rather than hooked in procedures. In informal environments, project managers
can approach the projects in way they deem appropriate and is driven by their
experience, instinct and judgment taking capability.
Informal approach is always subjected to criticism in corridors of formal and big
organizational but the fact remains that we cannot rule out the informal existence of
the same in each and every stage of formal project management. Informal solutions
have been the integrated but ignored part of formal planned approaches and had been
always live subconsciously and indirectly through the dreams, thoughts & actions of
charismatic leaders, program and Project managers & team members driven by strong
backing of individual’s personal experience, intuitive skills and visionary dreams which
can never be acquired by a formal course, degree or session on formal project
management.
A survey is being done by circulation to individuals of widely varying background to get
the inputs on the belief on the probability of acquaintance of important aspects of the
essential skills required for a successful project manager through Informal or Formal
environment?? The 8 skills have been included in this survey and each participant
was asked to rate on the probability factor (from 0 to 1) for each of the skill. This
survey was sent to the peoples varying from the formal project managers, program
managers in formal organizations as well as to the other’s involved in various projects
in smaller organizations following more informal ways to handle the projects and even
to persons not directly / indirectly associated with projects handling.
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7.
1.4.1 Sample survey format adopted :
Survey Form to compare the ways the essential skills for a successful
Project Handling can be acquired ?
Sr
No Essential Skills for Probability of Acquaintance
Through Infomal Through Formal
Successful Projects Environment Environment
1 Communication Skills
2 Organizational Skills
3 Planning Skills
4 Budgeting Skills
5 Conflict Management Skills
6 Negotiation Skills
7 Influencing skills
8 Leadership Skills
Note : please rate the
probability between 0 to 1 for
each skill as you deem
appropriate.
Name :
Occupation :
Mobile :
Email : Signature
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8.
1.4.2 Results Of Survey :
More deep analysis of outcome of this exercise will help us understand that though
variation in degree / rating to each skill may be due to subjective perceptional
difference in viewing each of them and correlating but it cannot be ruled out that there
is a strong argument in favor of the role informal environment can play and playing in
making the successful project managers. As highlighted earlier informal project
management should be seen as complimentary to fill the gap in getting the solutions,
where formal processes get to a saturated point and could not deliver further.
This first step towards this is the most important work which requires extensive work to
search, capture and identify the best of successful projects executed with informal
approach. The selection of projects / work should be based on the criteria of most
stringent and justified aspects of absolutely amazing way of handling the man,
material and resources by the persons / communities with extraordinary zeal and
enthusiasm coupled with unmatched skills of instinct and intuition where the sustained
and focused efforts has delivered astonishing products / projects. Important part of
this phase is to have focused endeavors towards critically examining and recording
the problem, solution and key learning’s from each of such projects identified and then
building a knowledge repository / database categorized contextually to the maximum
feasible extent.
Once inventory of broad successful projects are developed, we need to work towards
finding the techniques and methodology followed in such projects executed informally
and also on the set of skills possessed by each of the key persons ( informal project
managers ) associated with these informally executed project. The informal skill set
matrix is required to be developed out of these thorough case studies derived from
each of the project / persons and should be made the part of database.
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9.
Though I agree that at the first instance it seems absolutely unrealistic and imaginary
to have such thought of making an effort to identify and tap such vast resources of
intangible and informal nature and to make this sea of practical knowledge converted
to useful index but I strongly feel that though it is quite long and cumulative process of
building such thing but even if some few percentage of formal projects handled today
are enlightened with this light of IPM approaches and solutions, the purpose of this
effort will be a justified one. Moreover this may bring another aspect of not only
motivating formal project managers by exposing them to realize the kind of difficult
environment in which such projects were executed but also provide them a valid,
authentic and absolutely strong reason to come out of their comfort zones, think out of
box and adopt more innovative and informal ways of finding the solutions to the
problems faced by them using this.
Flow Chart of Suggestive Methodology to Tap The power of IPM
Identification of exemplary
examples of informal projects
from Authentic Sources
Subject wise
Categorization of
the projects
identified
Analysis of the
projects based
on the complex
situations /
problems,
solutions &
Online Database approaches Online Database
development of adopted development of
the Informal project wise
techniques used informal project
in projects managers & the
9 | P a g e
10.
Development of
comprehensive,
ambitious &
searchable
nationwide
online database
of proven
Informal Project
Mgmt
Techniques with Application of
periodic updation EI & AI
models &
Suggestion to techniques to
establish a body work for
like National measurement,
Institute of quantification
Informal Project Incorporation of summarized
&
Mgmt (NIPM) to key learning’s of the Informal improvement
work in this area of the
PM techniques & solutions as
of huge tasks, informal skills
challenges and part of Formal PM courses /
to future
opportunities education to bridge the gap of project
missing skills of future Project
Managers
I would like to give some of the best historical examples of wonderful and magnificent
works done centuries ago by our own people obviously without the knowledge of the
formal practices and education of project management below as the starting point to
follow the methodology suggested in the flow chart above to begin the huge effort
required for to formally tap the benefits of IPM.
Top 10 historical projects executed in india well before the advent of formal PM ( FPM)
1) The Making of Qutub Minar : World's tallest brick minaret with a height of
72.5 meters (237.8 ft). Built in 1193 under the orders of India's first Muslim ruler
Qutb-ud-din Aibak,
2) The Making of Jantar Mantar : Built in 18th century, Maharaja Jai Singh II of
Jaipur. means calculation instrument. With purpose to compile astronomical
tables, predict the times and movements of the sun, moon and planets.
3) The Making of Amber Fort Jaipur : is known for its unique artistic style,
ornate and breathtaking artistic mastery.Constructed of white and red sandstone.
4) Making of Ajanta Caves : Aurangabad. Complex of 29 rock-hewn monastic
residences (Viharas) and monument halls dates to the 2nd century BC
10 | P a g e
11.
5) Making of Ellora Caves: Aurangabad. Complex of cave architecture,
considered the epitome of this genre, contains 34 caves. Built 5th - 7th century
AD.
6) Making of Pink (City) Palace, Built of pink sandstone , is the most imposing
building at the City Palace of Jaipur.
7) Making of Golden Temple, Amritsar. Real name is Harmandir Sahib. The site
is actually a complex of buildings surrounded by a lake. originally built in 1604,
8) Making of Red Fort, Old Delhi. This stunning palace built in 1639 by Shah
Jahan, fort is surrounded by a 1.5 mile wall, which is as high as 60 feet, on the
sides facing the city.
9) Making of Mehrangarh Fort, Jodhpur. One of the largest forts in India, is
located high on a hill and is surrounded by thick walls with several palatial
buildings.
10) Making of Brihadeeswarar Temple : Built in 1010 AD by Raja Raja Chola in
Thanjavur, 130,000 tons of granite. The 60-metre tall Vimana and Nandi (sacred
bull), carved out of a single rock, 16 feet long and 13 feet high are main structures.
Though the list is a sample of 10, it can be endless where we can build the repository
of such projects to start with. To highlight and focus on the further steps of building the
skill sets which can be identified after the study of the profiles of the brilliant persons
who were the main driving force behind. We can work towards by first identifying the
key persons , architects , engineers , entrepreneurs etc and then preparing the skill
matrix based on the various skills possessed by them.
We can take the example of Mr Dhiru Bhai Ambani, an Indian rags-to-riches
business tycoon who founded Reliance Industries in Mumbai . From an initial
investment of a mere Rs. 15000 in 1958 to start a trading house, followed by the
setting up of his own tiny manufacturing facility in Gujarat in 1966, Ambani, Son of a
rural school teacher, has managed to build up a synthetic yarn, textiles and
petrochemicals empire . Based on studies ,main skills of Mr Ambani are :
Sharp business acumen and a spirit of adventure
Exceptional risk-taking abilities
Ability to see the larger picture and think big
Innovative funding strategies
Inspiration coupled with hard work and the “can-do” spirit
Identification of informal / formal power centers and management of them
These skills can be made as the part of intangible and informal skills matrix and can
be made available online. Further their measurement and continuous improvement
part should be addressed via the various models of Emotional Intelligence (EI).
11 | P a g e
12.
Overall methodology suggested here is to focus on such projects & persons and to
develop a structured systematic process , which can be institutionalized as a system
of imparting informal project management skills to our new and next generation project
managers so that this sea of proven knowledge and experience can be tapped
effectively & integrated with formal stream of producing future project managers.
1.4.3 The Conclusion & Future Work
The use of informal skills (acquired either by birth or learned through the practical
experience of every moment spent) to find the solutions to daily life problems by each
of us is not a phenomenon discovered just now, its present through ages. The
subconscious and effective use of intelligence for their own survival by human being
cannot be explained and taught in any formal classroom. There could not be a scope
defined when we are talking to the arenas and domain of informal project
management but definitely we can work towards building and deploying the smart
informal project managers at right place and at right time.
Effective project managers are required to have both “hard” technical skills to help
control the iron triangle of time, cost and functional scope as well as relationship
management skills to work effectively with people and get the best out of them. In
addition to both IQ and MQ , EQ is also felt to be most important of all to be a
successful PM. In formal organizations, its strongly believed that in possession of the
informal intelligence of tapping to the power equations and addressing the
requirement of power centers also plays a very vital role for the success of a project
manager or project. And that is never formally told or taught and can be learned
informally only.
There is intense and immense amount of work which can be set as the goal in future
if we want to bridge the gap between FPM and IPM. Though the use of informal
techniques can reduce the cost and time in projects but one aspect where focus could
be is to enhance the certainty. The latest techniques of EI, AI coupled with neural
network can help us to a great extent to build a model for extraction and conversion of
the informal skills, experience and knowledge to a formalized content useful for
making of future project managers, with an ideal blend of informal and formal skills
essentially required for enhancing the success of projects.
1.5 References
Sourav Chaudhari, Article Title “ Organizational Practice and Perception of Informal
Project Managemnt” A Survey based data report submitted to PMI
Web site - http://en.wikipedia.org/ for information on historical aspects of IPM
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13.
1.6 Author(s) Profile
Working as deputy manager, Information Systems at HPCL. Basically a
electrical engineer with Masters in Computer Engineering. A Certified ITIL and
PMP professional having more than 14 years of working experience in the IT
industry. Wide experience in handling and execution of IT projects.
E-mail: pgupta@hpcl.co.in
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