This document summarizes recommendations from FICCI and PMI on leveraging project management for India's "Make in India" initiative. It identifies three key issues: improving stakeholder engagement and risk management, establishing nodal agencies to monitor projects, and enhancing training and tools for project management capabilities. Specific recommendations include developing frameworks for stakeholder analysis and engagement, empowering agencies to support projects facing issues, and assessing unique training needs for each project's teams, owners, and processes. The recommendations aim to strengthen project management practices and build capabilities to better realize large initiatives like Make in India.
In a world with ever-increasing regulatory and external scrutiny, the criticality of project risk and governance is growing simultaneously. It is important to identify risks and communicate these risks to the sponsors, but is this enough? Project sponsors and executives must now be selected based on not only those who are directly impacted by the project, but those with broader responsibilities as well.
Nine keys to successful delegation in Project Managementmrinalsingh385
Project Management Professional (PMP®) certification has been ranked the number 1 certification and is globally acknowledged as a standard for demonstrating your experience, education and ability to lead complex projects as project managers. It also helps you get a better salary.
Designing Agile Feedbacks for Agile LearningTathagat Varma
My experience report at Agile India 2014 based on my work on designing agile feedbacks for an in-house agile training series. The key idea is that feedback must be designed to ensure maximum learning can be made in the shortest time, and the feedback must be actionable
In today's volatile environment, with an increasingly rapid pace of change, organizations that successfully manage strategic initiatives manage to save more money and be ready to take advantage of their competitors.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
In a world with ever-increasing regulatory and external scrutiny, the criticality of project risk and governance is growing simultaneously. It is important to identify risks and communicate these risks to the sponsors, but is this enough? Project sponsors and executives must now be selected based on not only those who are directly impacted by the project, but those with broader responsibilities as well.
Nine keys to successful delegation in Project Managementmrinalsingh385
Project Management Professional (PMP®) certification has been ranked the number 1 certification and is globally acknowledged as a standard for demonstrating your experience, education and ability to lead complex projects as project managers. It also helps you get a better salary.
Designing Agile Feedbacks for Agile LearningTathagat Varma
My experience report at Agile India 2014 based on my work on designing agile feedbacks for an in-house agile training series. The key idea is that feedback must be designed to ensure maximum learning can be made in the shortest time, and the feedback must be actionable
In today's volatile environment, with an increasingly rapid pace of change, organizations that successfully manage strategic initiatives manage to save more money and be ready to take advantage of their competitors.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Project and Change Management Success Factors from Malaysian Government Depar...IOSR Journals
a Project is considered as a core element in any organization and its continuity can be guaranteed through a successful change management. Confronting merciless challenges at the current time particularly at the market field, the emergency need has been raised to overcome those obstacles and step ahead on rivals. One way that most organizations have moved towards its capabilities and put the pressure on it to produce quality and optimal outcomes is ICT. Thus, various types of IT projects with variant intended objectives have been conducted. As being witnessed recently and noticed previously, that a lot of IT projects turned to fail due to several reasons. Additionally, way of life changes from time to time and people requirements have changed and become so complicated recently with the exposure to advanced technology that has been attached with our daily life activities. A survey has been conducted among some Malaysian Government departments and agencies to elicit the main factors which participate in the success of projects and what the importance level of implementing an effective change management over projects that lead to sustainability and productivity of the organizations. This survey results have been received as a quantitative feedback that makes it clear to make a conclusion.
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as “management by projects” and “project management maturity,” reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project management’s great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
• fall outside the organization’s stated mission,
• are completely unrelated to the strategy and goals of the organization, or
• have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all “projects” are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that “bought” project management skills from consultants tended to see it as a “commodity.” These fi ...
Student 1 Hi,Project is a temporary goal that a team or an .docxcpatriciarpatricia
Student 1:
Hi,
Project is a temporary goal that a team or an organization undertakes in order to create a unique product or service. A project different from a day-to-day activity, this is because project(s) are temporary, it will have a start, a goal, a defined objective, and a scope that must be achieved by the defined end time (Project Management Institute, n.d.). On top of the above-mentioned, projects heavily rely on the effective management of triple-constants, time, quality & cost. The key attributes of a project are that,
1. A project will always have a start and end dates
2. Requires resources from multiple teams or areas in an organization to achieve one common goal
3. Involves uncertainty and changes to scope
4. Has budget limitation that impacts utilization of resources and supplies
5. Will always need a stakeholder or a sponsor
In my experience, I learnt that he role of top management / business leadership commitment is key for a project to yield fruitful results as many projects aren’t completed due to lack of leadership support & commitment. Involvement of top management in our project helped us team in getting key decisions and changes related to infrastructure, architecture, network & operations quickly. Leadership involvement during initiation/kick-off ensured that the impacted teams that are on the other side of the organization co-operated more readily than usual. Having the top management involved in the project helped our team in getting additional resources and support when required that otherwise could have resulted in delay or even termination of the project. IT projects are filled with unique challenges in every step, some of them are,
1. Scope change in the middle of the project
2. Delivery delays due to miscommunication of scope between impacted teams (Ramachandran, 2017)
3. Remote stakeholders that make output delivery and decision-making difficult (Ramachandran, 2017)
Absence of pre-defined project management practices that jeopardizes the delivery when blockers appear (Ramachandran, 2017)
Thanks,
Vamshi
References
Project Management Institute. (n.d.). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Ramachandran, K. (2017, September 18). 5 IT Project Management Challenges and How to Overcome Them. Retrieved from Capterra: https://blog.capterra.com/it-project-management-challenges-and-how-to-overcome-them/
Student 2:
IT Management
What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs?
A project is a venture towards developing a certain product or services which is unique, is a mostly a collaborative practice which is planned and organized to follow particular order so as to achieve. For an activity to be referred to as a project, there are some attributes that must be displayed. This includes; projects are unique and mostly temporary because .
Student 1 Hi,Project is a temporary goal that a team or an .docxdeanmtaylor1545
Student 1:
Hi,
Project is a temporary goal that a team or an organization undertakes in order to create a unique product or service. A project different from a day-to-day activity, this is because project(s) are temporary, it will have a start, a goal, a defined objective, and a scope that must be achieved by the defined end time (Project Management Institute, n.d.). On top of the above-mentioned, projects heavily rely on the effective management of triple-constants, time, quality & cost. The key attributes of a project are that,
1. A project will always have a start and end dates
2. Requires resources from multiple teams or areas in an organization to achieve one common goal
3. Involves uncertainty and changes to scope
4. Has budget limitation that impacts utilization of resources and supplies
5. Will always need a stakeholder or a sponsor
In my experience, I learnt that he role of top management / business leadership commitment is key for a project to yield fruitful results as many projects aren’t completed due to lack of leadership support & commitment. Involvement of top management in our project helped us team in getting key decisions and changes related to infrastructure, architecture, network & operations quickly. Leadership involvement during initiation/kick-off ensured that the impacted teams that are on the other side of the organization co-operated more readily than usual. Having the top management involved in the project helped our team in getting additional resources and support when required that otherwise could have resulted in delay or even termination of the project. IT projects are filled with unique challenges in every step, some of them are,
1. Scope change in the middle of the project
2. Delivery delays due to miscommunication of scope between impacted teams (Ramachandran, 2017)
3. Remote stakeholders that make output delivery and decision-making difficult (Ramachandran, 2017)
Absence of pre-defined project management practices that jeopardizes the delivery when blockers appear (Ramachandran, 2017)
Thanks,
Vamshi
References
Project Management Institute. (n.d.). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Ramachandran, K. (2017, September 18). 5 IT Project Management Challenges and How to Overcome Them. Retrieved from Capterra: https://blog.capterra.com/it-project-management-challenges-and-how-to-overcome-them/
Student 2:
IT Management
What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs?
A project is a venture towards developing a certain product or services which is unique, is a mostly a collaborative practice which is planned and organized to follow particular order so as to achieve. For an activity to be referred to as a project, there are some attributes that must be displayed. This includes; projects are unique and mostly temporary because .
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
3The Project Management ProcessGroups A Case StudyAft.docxgilbertkpeters11344
3
The Project Management Process
Groups: A Case Study
After reading this chapter, you will be able to:
1. Describe the five project management process groups, the typical level of
activity for each, and the interactions among them
2. Understand how the project management process groups relate to the project
management knowledge areas
3. Discuss how organizations develop information technology project manage-
ment methodologies to meet their needs
4. Review a case study of an organization applying the project management
process groups to manage an information technology project, and understand
the contribution that effective project initiation, project planning, project
execution, project monitoring and controlling, and project closing make to
project success
OPENING CASE
rica Bell was in charge of the Project Management Office (PMO)
for her consulting firm. The firm, JWD (Job Well Done)
Consulting, had grown to include more than 200 full-time consul-
tants and even more part-time consultants. JWD Consulting pro-
vides a variety of consulting services to assist organizations in
selecting and managing information technology projects. The firm
focuses on finding and managing high-payoff projects and develop-
ing strong metrics to measure project performance and benefits to the
organization after the project is implemented. The firm’s emphasis
Objectives
E
on metrics and working collaboratively with its customers gives it
an edge over many competitors.
Joe Fleming, the CEO, wanted his company to continue to grow
and become a world-class consulting organization. Since the core of
the business was helping other organizations with project manage-
ment, he felt it was crucial for JWD Consulting to have an exemplary
process for managing its own projects. He asked Erica to work with
her team and other consultants in the firm to develop several intranet
site applications that would allow them to share their project man-
agement knowledge. He also thought it would make sense to make
some of the information available to the firm’s clients. For example,
the firm could provide project management templates, tools, articles,
links to other sites, and an “Ask the Expert” feature to help build
relationships with current and future clients. Since JWD Consulting
emphasizes the importance of high-payoff projects, Joe also wanted
to see a business case for this project before proceeding.
Recall from Chapter 1 that project management consists of nine knowledge
areas: integration, scope, time, cost, quality, human resources, communications,
risk, and procurement. Another important concept to understand is that projects
involve five project management process groups: initiating, planning, executing,
monitoring and controlling, and closing. Tailoring these process groups to meet
individual project needs increases the chance of success in managing projects. This
chapter describes each project management process group in detail through.
Running Head PROJECT MANAGEMENT METHODOLOGIES & TOOLS1PROJE.docxtodd581
Running Head: PROJECT MANAGEMENT METHODOLOGIES & TOOLS 1
PROJECT MANAGEMENT METHODOLOGIES & TOOLS 5
PROJECT MANAGEMENT METHODOLOGIES & TOOLS
Mekdes Asaminew
Rasmussen College
05/16/2020
FAQ document
What are project management tools?
These are the instruments which project managers use to plan, execute as well as manage plans in one centralized virtual location. These tools vary from team to team depending on the tasks to be performed in the project. The project management tools include; project management software, real-time instant messaging tool, knowledge base tool and file sharing tool.
What is project management software?
This is computer software which helps the project team members to collaborate during the project, plan all their activities as well as to record all the collected data.
What is a real-time instant messaging tool?
It is a tool that allows team members of a particular project to talk and video call with colleagues in real time. This tool helps improve collaboration of the team members and allows all people to collectively provide their opinions on different matters during carrying out the project.
What is knowledge base tool?
It involves a search database that allows individual to store the combined wisdom of the team members and ensures that the information is accessible to all members
What is a file sharing tool?
It is a tool which allows people to save sync and share files. It ensures that all the documents provided by team members are well stored and easily retrievable for future reference. (Bilal.et.al, 2017)
What are project management methodologies?
Project management methodologies are basically the different techniques which are used to approach a given project; every methodology of project management has its unique process and workflow. They are classified into “traditional or sequential methodologies, agile methodologies, the change management methodologies and process-based methodologies.”
What are the traditional or sequential methodologies?
These are the methods of managing a project which involve a sequence of tasks which lead to the final deliverables and project managers are required to ensure that the tasks are worked on them in a given order. The methodologies classified under this category include;
· Waterfall project management methodology; involves completing a certain task before beginning another task in a linked sequence of objects which adds up to the general goal. It is used in projects that create physical objects like building a computer.
· Critical path method; it involves prioritizing and allocating available raw materials to ensure the most crucial task is done as well as rescheduling lower priority task.
· Critical chain project management; involves a technique for putting main concentration on the needed materials.
What are agile methodologies?
These are project management methodologies which prioritize on shorter iterative cycles and flexibility. They are categorized .
UCISA Toolkit - Establishing a PMO in an HE Environment Mark Ritchie
This toolkit provide guidance for higher education institutions,. and any other organisations, considering establishing a Project Management Office (PMO) function. It includes advice on designing your PMO and on implementation as well as providing a set of example artefacts.
This guide was published by the UCISA Project and Change Management Group in October 2015. This guide forms part of a set of UCISA Project and Change Management publications including the Major Project Governance Assessment Toolkit and the guide to Effective Risk Management for IT and Business Change Projects.
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Leveraging the Science and Art of PROJECT MANAGEMENT to realize Make in India
1. PROJECT MANAGEMENT to realize
Leveraging the Science and Art of
Summary of FICCI-PMI Recommendations
Make in India
2. Acknowledgements
•
•
•
•
•
•
•
•
•
•
•
•
Arun Maira, Chief Mentor, India Backbone Implementation Network
Raj Kalady, Managing Director, PMI India
Galahad Franklin, Director, Product Marketing, Project and Visio, Microsoft India
Yogesh Arora and Shilpa Srivastava, Tata Consultancy Services Limited
Paramita Mukerji, Wipro Technologies
Supriyo Dasgupta, Bharti Airtel Limited
Arun Vasudevan, Tata Consultancy Services Limited
Kiran Kambhampati, Breakthrough Management Group International
Sanjukta Mandal, Somdatta Bannerjee, Sudipto Roy, Ananda Chakraborty, and Anand Prasad, Cognizant Technology
Solutions India Pvt. Ltd
Lt Col L Shri Harsha, Retd, PMI Bangalore India Chapter
Dr. Mona N Shah and Prof Ramakrishna Nallathiga, National Institute of Construction Management and Research,
Pune
Tanmoy Prasad and Nitin Sood, Department of Information Technology, Government of Haryana
01
3. A very significant part of the project management field requires logic and structure, whether it is to make task lists or
manage project dependencies. As a discipline amenable to scientific management practices, project management best
practices have been encapsulated in Gantt charts, PERT charts, earned value calculations, risk management techniques,
contingency planning, etc. Factual data enables measurement of project progress, estimation of time to completion and
calculation of costs.
There is also something about projects that enforces the value of relationships, diversity in approach, and communication
effectiveness. The art of project management revolves around inspiration, communication, team building, leadership and
empathy. A project falling behind schedule needs improvisation fuelled by on-your-feet thinking. As priorities shift or
situations change, the skill to discern through multiple courses of action comes into play, as does the ability to determine
which information to communicate when and to whom.
Projects are considered successful if they are completed on budget, as per scope, on schedule, and more importantly when
desired objectives are met, and project outcomes are satisfying for stakeholders. This is not easy, but neither is it
impossible. It all comes together with the art and science of project management combined with a supporting eco-system
within which projects are conceived, nurtured and brought to fruition.
Summary of FICCI-PMI Recommendations for
Leveraging the Science and Art of Project Management
to realize Make in India
Introduction
02
4. Project Management in India
India’s track record on Project Management has been a mixed bag with successful projects but also a large number of
them being plagued with cost over runs and delays. With formal launch of the Make in India initiative by Hon’ble Prime
Minster of India, it is all the more necessary to build projects management capabilities for higher level of repeatability and
predictability.
Realizing this, FICCI and PMI have identified the top three critical issues to reduce the gap between the as-is and to-be
states to create a conducive environment for programs like Make in India to succeed. The three areas are:
Framework and implementation plan for continuous improvement in quality of stakeholder engagement and risk
management in large projects
Need for nodal agencies to monitor project execution and provide support for on time completion, especially to
intervene when projects run into problems and to pick up signals for proactive action in future
Training and tools for enhancing organizational project management capabilities, especially in government for
project monitoring and organization for project execution.
•
•
•
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5. Recommendation 1:
Stakeholder Engagement
There seems to be a universal acknowledgement amongst project management practitioners that stakeholders need to be
engaged and managed. But there also seems to be a universal situation of projects running into problems because of
inadequate stakeholder engagement. Why does this happen? Is it because stakeholder engagement is treated as a routine,
mechanical task rather than a critical activity which requires creative thinking and genuine openness to achieve results.
Stakeholder engagement is a make or break activity that determines the final quality of the outcome.
Stakeholders are real people, and there is no one size fits all approach when it comes to strategizing to engage
stakeholders and develop a true collaboration with them. Therefore no amount of knowledge transfer can provide
answers to specific situation based questions. However, the topic of stakeholder engagement has been extensively
researched and frameworks are available to help practitioners find the answers for themselves.
As a matter of principle, effective stakeholder engagement requires genuine and sincere effort. If the idea is to undertake a
perfunctory exercise for the sake of ticking of an activity box, no framework can be of help. Stakeholder engagement must
be done with a strategic eye on the ultimate results which the project is intended to achieve, not with the tactical purpose
of handling an immediate issue. Once this basic world view is imbibed and stakeholder engagement activities have been
identified, the following questions must be addressed:
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6. Do the activities include an external scan to identify the forces that could impede and those that could support the
program/project?
Those who would benefit?
Those who would be adversely affected?
Those likely to support and those likely to oppose?
Were the needs of these stakeholders understood and mapped?
How will this initiative affect these stakeholders and what is the strategy to obtain their support?
Has a system been installed for periodic feedback from stakeholders and its consideration for designing project activities?
There are several frameworks / tool sets are available in management literature which can be used as formats to use
answers to the above questions and populate a generic stakeholder analysis table with project-specific information and
develop stakeholder engagement activities. Such tool sets typically consist of Stakeholder Diagnostic, Power/Influence Map,
Leverage Matrix that help develop an Action Plan. Stakeholder engagement, however, should not be considered as a one
time activity. It is often required throughout the project lifecycle and may even be required after project completion.
While all project plans contain a section on stakeholders, the real issue is about quality of stakeholder engagement.
Recommended parameters to assess quality are: range of stakeholder groups analysed and range of activities undertaken
beyond exchange of information.
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•
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7. An empowered nodal agency is an essential part of the project management eco-system. The agency does not manage
projects itself, but supports other Project Management and Monitoring Units in solving problems that are beyond the
control of these Units. The Project Monitoring Group (PMG) set up by the central government in the Cabinet Secretariat
is an example of such an agency. Considering the large number of mega projects getting held up, PMG was formally set up
in June 2013 as an institutional mechanism to track stalled investment projects, both in the public and private sectors and
to remove implementation bottlenecks in these projects on a fast-track basis. Only projects with issues or problems are
considered for fast tracking by PMG. Since then, PMG has accepted 507 projects for consideration and successfully
facilitated resolution of all issues in 207 stalled projects with an investment of around ` 7.4 lakh crores till date.*
The need for an institutional mechanism to fast-track projects, especially large and complex ones is well-recognized in the
project management discipline. This mechanism is required because success of such projects is invariably dependent on
clearances from or actions of other independent agencies for whom each project is only one piece and not always a key
priority. Therefore, an institutional mechanism that can exercise influence over these independent agencies is required.
The efficacy of such an institutional mechanism flows from the government’s strategic priorities. With this strategic
alignment firmly in place, the following project management principles should be applied to maximize effectiveness of the
institutional mechanism:
Recommendation 2: Nodal Agency
* http://cabsecpmg.gov.in/cabsec/index.php March 9, 2015
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8. Crisis Management
Alert Generation
Benefits Realization
Saving a ship that has hit an iceberg requires a skill set different from the one needed to steer a ship out of troubled
waters. An institutional mechanism that takes up only those projects which have reported issues or problems must
specialize in distinguishing between the kinds of problems that are likely to be encountered and deal with them
accordingly. Crisis Management, for example, encompasses different stages: pre-crisis, warning, crisis, recovery, post-crisis,
which require appropriate responses.
Very often issues that are not recognized, evaluated and correctly managed turn into crisis. While it is important to build
expertise in managing crisis and coming out of them, it is also important to build expertise in sensing and preventing them.
For example, use of past experience to generate alerts in respect of projects most likely to get stalled could reduce
resolution time and effort. Maintaining a knowledge repository with well-designed entry and search criteria to enable
efficient knowledge transfer for problem resolution is also critical.
The ultimate objective of resolving issues in stalled projects is to see that the project is finally completed and delivering the
desired results. Thus retaining on the radar projects for which a particular issue has been resolved may be needed to
ensure that the project is successfully completed and it does not move from one problem to another.
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9. Like stakeholder engagement, training is universally acknowledged as a critical need for successful project management.
Department of Personnel and Training and Department of Public Enterprises, Government of India have both recognized
the importance of Project Management training as is evident from the circulars on such trainings to be made mandatory.
Our recommendations focus on the twin questions on what is the right kind of project management training, and how
does effective knowledge transfer take place for organizational rather than individual capability? In this respect, the following
five principles deserve consideration:
Each project is unique and therefor training needs are also unique to projects; training needs assessment is
therefore a critical component for each project
Capacity building interventions are not one time activities; they are needed at different stages of the project with
content suited to each stage
For best results, a mix of standard project management practices on a regular basis s coupled with need-based
project-specific technology and process training is recommended
Formal process for assessing organizational capability in project management is required to enable effective
transfer of individual learning into organizational learning; this includes learning for not only the project teams, but
also project owners and sponsors
Project management know how of our times also includes knowledge of project management tools and their use
•
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•
•
•
Recommendation 3: Formal Training on
Project Management
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10. The first principle implies that for every project training needs must be assessed and training interventions designed
accordingly. The following structure illustrates how to arrive at the critical learning agenda at the project level.
Most important
WHAT DO WE
NEED TO KNOW
Less important
A lot
HOW WELL DO WE KNOW IT NOW Very little
Learning Agenda
Necessary
Project management practices
(Standard modules)
Critical
Technology and processes
(Project and role specific)
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11. Established in 1927, FICCI is the largest and oldest apex business organisation in India. Its history is closely interwoven with India's struggle for independence, its
industrialization, and its emergence as one of the most rapidly growing global economies. FICCI has contributed to this historical process by encouraging debate,
articulating the private sector's views and influencing policy.
A non-government, not-for-profit organisation, FICCI is the voice of India's business and industry.
FICCI draws its membership from the corporate sector, both private and public, including SMEs and MNCs; FICCI enjoys an indirect membership of over 2,50,000
companies from various regional chambers of commerce.
FICCI provides a platform for sector specific consensus building and networking and as the first port of call for Indian industry and the international business
community.
To be the thought leader for industry, its voice for policy change and its guardian for effective implementation.
To carry forward our initiatives in support of rapid, inclusive and sustainable growth that encompass health, education, livelihood, governance and skill development.
To enhance efficiency and global competitiveness of Indian industry and to expand business opportunities both in domestic and foreign markets through a range of
specialised services and global linkages.
Our Vision
Our Mission
ABOUT PMI
Project Management Institute (PMI) - is the world's leading
profession. Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every country in the world through global advocacy,
collaboration, education and research. PMI enhances careers, improves organizational success and further matures the profession of project management through
its globally recognized standards, certifications, resources, tools, and networking opportunities.
The PMI India office is set up with the key mandate of driving advocacy of Project Management across organizations, academia and governments in India. In India,
PMI is represented by 3 offices (Mumbai, Bangalore and New Delhi) and 8 Chapters (Delhi, Bangalore, Chennai, Hyderabad, Trivandrum, Kolkata, Pune, Mumbai)
where we have around certified 36,500+ professionals in project management. For more details, please visit: www.pmi.org/www.pmi.org.in
not-for-profit professional membership association for the project, program and portfolio management
ABOUT FICCI
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12. Mumbai office:
PMI Organization Centre Pvt. Ltd.,
rd
302-305, 3 Floor, Balarama, Plot No. C-3, E Block,
BandraKurla Complex, Bandra East,
Mumbai – 400051, India
Tel: +91 22 6525 9067 | Fax: +91 22 4070 0800
Fax: +91 22 4070 0800
Email: pmi.india@pmi.org
www.pmi.org
www.pmi.org.in
FICCI Quality Forum
Federation of Indian Chambers
of Commerce and Industry
Federation House, Tansen Marg
New Delhi-110 001 - India
Tel: +91-11-2335 9735, 2373 9947
Fax: +91-11-2332 0714, 2372 1504
Email: fqf@ficci.com
www.ficci.com
This summary has been prepared by FICCI Quality Forum for the unveiling of recommendations
at the FICCI-PMI Symposium on Project Management Practices at New Delhi on March 10, 2015