Thanks and Best Wishes

Soumen De, PMP

soumen@pmibangalorechapter.org

Page 1

Editor’s NoteEditor’s NoteDear Friends,

If there was one international news item that dominated the print and digital media over

the last 4 weeks, it was undisputedly the FIFA World Cup 2014. This is the biggest single-

event sporting competition in the world played in Brazil this year. The Google home page's

iconic logo which captures the most significant event represented the World Cup event

throughout this duration to acknowledge this marquee event. The football World Cup was tenaciously

fought between 32 countries, with a total of 64 matches being played across 12 cities in Brazil. Soccer

game, like many other team games, provides useful tips for Project Manager (PM) like us. First lesson for

us - it is always better to get the results (win) within allocated (planned) time of 90 minutes, or within 30

minutes of extra (buffer) time. Else you do not have much control on your results. The results, then gets

decided by the gut wrenching penalty shootout which is ridden with suspense till the last shot. It inevitably

comes down to individual errors, luck, nerve factor, and often ends with ugly surprises. Soccer or football,

like any project team, need players who can demonstrate speed, skill, strength and self-belief. But more

importantly it is coordination and team work, rather than individual brilliance that helps the team win the

match. In the finals, Argentina depended heavily on its superstar Lionel Messi, while a much more

coordinated team Germany defeated them 1-0. Many of you may have watched this semifinal playoff

match. Five times winner, Brazil took on Germany, without it star players, Neymar and Thiago Silva and

got very thoroughly defeated 1-7. Many attributed the defeat to absence of those star players, but a

winning team should have enough confidence and strength to shoulder the responsibility to ride through

such crisis to achieve the desired results. One more leaf we can take from that match is, unlike Brazil, we

should not get complacent with our past successes and winning track. Like soccer, also in business, we

need to metaphorically keep our “foot” planted on the ground as we set up for our next goal. PM like us, can

always look around and learn from events and situations happening outside our regular project

environment. As they say, it is good to learn from one’s own mistake but it is much smarter to learn from

mistake of others. Hope, you will like this edition of Essence and continue to learn, share and grow with us.

Happy Reading.

Chapter News

Editorial Board

Volume - 2 - Issue 4 July 2014

-Capt. L. N. Prasad

Q. What does a method, which

enhances normal project

management techniques through

a focus on outcomes (the

benefits) of a project rather than

products or outputs, is called?

Chapter News

- Capt. L. N. Prasad

Leveraging Organisational

Culture . . .

- Dr. Wolfgang Messner

Information Coordination

Across Stakeholders . . .

- Kalyan Vaidyanathan

Spotlight

Project Management of

Remote Service . . .

- Sowmya Moni

ACID principles in PM for

Delivering . . .

- Shikha Vaidh

The Lighter side of PM

- Rajiv

DID YOU KNOW?

Co

nte

nts

Continued on Page 8...

PM Footprints: This month two Footprints thsessions were held. On 5 June 2014,

Ms. Padma Sathyamurthy Independent

Agile Coach and consultant, Fountainhead

consulting Pvt Ltd., spoke on the

“Challenges of Transitioning to Agile - The

Team vis-à-vis PM”.

In this

session,

Participants

learned how

the

transition

from

traditional

methodologies to agile is happening in

today's world. Padma touched upon broader

categories of challenges and shared

insight on “Team” level challenges one faces

during this transition journey. This was a

very informative session for Project

Managers to understand how one can add

much needed catalyst in creating self-

disciplined self-organized team.

thOn 19 June 2014, Mr. Gopal N, General

Manager - Quality, Alcatel Lucent India Ltd.,

Spoke on “Agile Journey-

Brick by Brick a

Transformation Journey and

Lessons Learnt from Pilot to

Large Scale Adoption”.

This was an interesting

discussion to get insight on

large scale transition from

Murali Santhanam, PMP

Namita Gupta, PMP, PMI-ACP

Rama K, PMP, PMI-ACP

Shikha Vaidh, PMP, PMI-ACP

Soumen De, PMP

Vittal Vijayakumar, PMP

Leveraging Organisational Culture

to Transform Offshore IT Service Delivery Teams

2 Page

Volume - 2 - Issue 4 July 2014

PM Article

I believe high attrition rates in India's

offshore service delivery centres not only

put any provider's knowledge

management and transfer processes to

test, but they are also a common

grievance of end clients often resulting in

a critical stance of the entire offshore

delivery model. In order to make

fundamental changes in how IT service

delivery teams are organised, it is critical

to understand the specific antecedents to

employee commitment in the services

sourcing industry in India.

I feel organisations should cultivate in-

group collectivism and performance

orientation. Other dimensions of

organisational culture show a varying

degree of positive and negative influence

on employee commitment. We conducted

empirical research in 2012 with 291

software engineers and managers

working for two different offshore service

providers in Pune and Bangalore linking

employee commitment to organisational

culture which reinforces the need to

continuously invest in programs,

processes, and systems that target

organisational culture and thereby

improve employee commitment.

We have published the results of this

study in the Journal of Indian Business

Research, Vol. 5 No. 2, where a detailed

data analysis can be found; this article

summarizes the findings and explains the

changes proposed in managing offshore

teams in order to increase employee

commitment and bring down high

attrition rates.

Demotivation of the employee base, even

if it is unintended, often leads to attrition.

Attrition can be expensive potentially

impacting a provider's bottom line which

is especially true in an industry like

India's services sourcing ('offshoring')

The Challenge of Attrition

Dr. Wolfgang Messner, PMP, PMI-ACP - GloBus Research

industry where employees are the most

important assets. There is a sense of

urgency in the industry, which is a good

starting point for a transformation

activity. Yet, there has been little

research for the services sourcing

industry in India directly linking the

constructs of organisational culture with

employee commitment.

Managers were made to make

connections on their own, who created

very inaccurate links; empirical research

is a conscious attempt to show managers

in an objective way how proposed new

approaches, behaviors', and attitudes can

help to transform business.

Both companies participated in a larger

intercultural up-skilling activity with

ICCA™ (Intercultural Communication and

Collaboration Appraisal, cf. Messner &

Schäfer, 2012). Employees were invited

by their managers to participate in this

study on a voluntary basis and received a

confidential assessment of their cultural

predisposition, intercultural

competencies, and organisational

commitment fit as a tangible outcome

and motivation to participate. The

average age of the 291 respondents is

just above 30 years and 25 per cent are

female reflecting the typical

demographics of India's services sourcing

industry. Respondents have an average

professional work experience of 7.4 years

and have on average been 3.2 years in

their current company; 52 per cent are

executives without personnel

responsibility and 37 per cent are typical

offshore team managers heading teams

of up to 10 people.

Employee commitment is a

multidimensional and distinguishable

construct consisting of three factors:

The affective factor describes an

Construct 1: Employee Commitment

•

Leveraging Organisational Culture

to Transform Offshore IT Service Delivery Teams

Continued on Page 7...

employee's emotional attachment,

identification with, and involvement in

the organisation and its goals. It

results from individual and

organisational value congruency.

The normative factor reflects the sense

of moral obligation to remain in an

organisation, an old-style value of

loyalty and duty. It is expressed by the

extent to which an employee feels

obliged to make personal sacrifices and

not criticise the organisation.

The continuity factor exhibits the

individual's awareness of the costs of

leaving an organisation. Close working

relationships with other employees,

community involvement, acquired job

skills being unique to the organisation,

and monetary investments, such as

contributions to pension funds or stock

options, can make it look too 'costly'

for an employee to put in the papers

and seek employment elsewhere.

Through references, I am certain in

management circles, culture is often

viewed as something which can be used

to manipulate employees; 'shaping the

culture' is an often cited priority in

balanced scorecard projects. Just as

often, culture is viewed as the

humanising element of corporate

business, which helps to establish

expectations between an employee and

the organisation the employee works for,

foster trust, facilitate communications,

and build organisational commitment.

Organisational cultures form with or

without clear intent.

On the contrary, it is much more of

interest to understand what variables

measure- integrated appraisal framework

how organisational culture is perceived by

employees.

•

•

Construct 2: Organisational Culture

Information Coordination AcrossStakeholders for Seamless Project Delivery

Kalyan Vaidyanathan, Nadhi Information Technologies

Page 3

Evolution of Business process

Evolution of Technology landscape

Lean construction as a concept has been

evolving and maturing for the past nearly

20 years. Lean construction was first

introduced by Glenn Ballard and Gregory

Howell (Howell and Ballard 1994, Ballard

2000), it has evolved, thanks to the

academic research and practical

implementations that have gone on

around the world. Companies wanting to

adopt and apply lean principles have to

have a long term perspective in mind and

consistent application of the principles

through the various parts of the

organization to derive benefits. The core

idea behind lean is to eliminate waste and

create collaboration through the supply

chain network. The recent logical

extension of the application of lean

principles to contracts has led to the

evolution of relational contracting and

integrated project delivery (IPD)

( ) as a

contracting model. IPD is a team based

contracting model wherein all the key

stakeholders in a project work on a

common economic incentive model, with

open book accounting that puts the

project's interest as the common interest

for all. The team agree to deliver the

project for a certain cost and time and

share the gains and pains of missing the

cost and time deliveries.

With respect to construction technologies,

there are three evolving trends that are

of interest.

1. Building information model (BIM)

solutions allow for all the stakeholders to

collaborate with each other more easily to

detect clashes between services (say

electrical and plumbing for instance). It

also allows for consultants to specify

material specifications within the

drawings that can be more easily taken

by material suppliers.

http://www.consensusdocs.org

Managing construction projects is getting

more demanding in the past few years.

Projects are getting more complex,

timelines are tightening, and client

expectations are increasing. Gone are

the days when projects can be managed

with existing PM tools, Excel

spreadsheets, and paper based

mechanisms. Today's Projects need

processes and technology solutions that

enable seamless information flow to all

the key stakeholders of the project. This

article attempts to address how to

achieve seamless information flow with

the help of technology and process.

In today's construction projects, the

number of services (trades) that goes

into a project are increasing and along

with that the number of stakeholders who

are needed to come together to deliver a

project is also increasing. See Figure 1

for a construction supply chain in a

typical project today. In this Figure,

money flows downstream from the owner

and goods flow upstream (with value

added services provided at each step of

the way) by suppliers. But in order to

effectively manage the project delivery,

each stakeholder exchanges information

with every other stakeholder. This

information exchange today happens in

mixed media i.e. electronic and non-

Volume - 2 - Issue 4 July 2014

Continued on Page 5...

electronic and in multiple formats i.e.pdf,

xls, emails, SMS, phone calls etc. . Is this

information exchange seamless? Is it

timely? Is it reliably communicated to all

(other) impacted stakeholders so that

there is visibility across the chain on the

flow of materials and resources (labor)

leading to reliability on the delivery

schedule (date)? An honest assessment

will indicate that the answer is typically

NO and this is the biggest challenge

Whether we like to admit or not, projects

are mainly managed in spreadsheets.

Scheduling and planning software are

used more for after the fact reporting

rather than for upfront planning and

managing the project. Information is

available with multiple stakeholders and

usually reside in multiple systems with

these stakeholders. Information sharing

is manual, on-demand, and is tailored to

suit the messenger and hence inaccurate.

Planning is very short-sighted, month-on-

month and driven more by cost and

revenue considerations than by time

considerations. There are

no tools to help with

medium to long term

decision making. There

are also no tools available

to collect data in a

structured manner to

make analytical decisions

based on past

performance and use it to

correlate future

performance. The

business processes and

poor interoperability

between existing systems

mean information flow is

inefficient and costing projects in the

form of time and cost overruns. In spite

of all these issues we see hope in the

emerging trends in both business process

and in technology. Let us look at them.

Information Coordination AcrossStakeholders for Seamless Project Delivery

PM Article

Figure 1: Construction Supply Chain

4 Page

Spotlight

Where do you get your inspiration from?

My desire to achieve and belief that I can inspire myself to reach for the stars.

Technical skills or project management skills. Which is important and why?

Irrespective of the industry you are in it is important to have the technical expertise so that the project

manager understands the nuances involved and be hands on as and when required. A successful project

manager is one that has a good mix of these skills or is ready to learn and adapt.

What is your description of an effective team work?

Effective team work is purposeful and goal oriented, having good balance of skills and personalities

working together collaboratively to deliver projects within project management constraints.

PMI Volunteering, Professional Commitment, Personal Commitment - How do you balance the

three?

I love what I do and I am lucky to have family who appreciates and respects my interests. Managing time

and interests with discipline has greatly helped me in balancing my life with my career and volunteering.

I am very passionate about PMI volunteering, profession looks promising and personal life has never been

better.

A good manager has to also be a good leader - your thoughts

Not all good managers are good leaders and vice versa. Leadership is a quality that cannot be inculcated

but should be cultivated. Leaders are visionaries, self-driven, motivators and thought leaders; it will be

good to have these qualities in a manager.

The greatest project management lesson you have learnt?

Project management lessons include Comprehension, Communication and Collaboration. You cannot do

one without the other. Over the years I have realized that a combination of this really drives good project

management.

An accomplishment, professional or personal that you cherish and like to share with us?

I have been on the Board of Directors for the past 3 years. This has given me an opportunity to learn from

colleagues who have decades of experience, have been excellent mentors and has given me a chance to

give back to the PM community.

Tell us your hobbies, or things you are passionate about?

I love trekking; the mountains keep calling me again and again. Also travelling, reading, painting,

gardening, interior designing to name a few. I like trying out and learning new things, so the list just keeps

going on.

Shilpa has over 10 years of experience in the IT industry

having worked on projects across industries and technologies.

She is specialized in Product Development, Software Services,

Infrastructure Management and Business Intelligence across

Healthcare, Supply Chain and Manufacturing. Presently she is

working as an IM Project Manager Business Solutions in GE Aviation

responsible for defining and executing the roadmap for partner integration within Supply

Chain.

She has a MSc In Informatics, from the University of Edinburgh and is PMP and CSM certified.

She has been associated with PMI Bangalore India Chapter for the last 5 years and is currently

the Director for Volunteering.

Shilpa Gnaneshwar, PMP

Volume -1 - Issue 13 February 2014

A. This method is called

Benefits realization

management (BRM)

enhances normal project

management techniques

through a focus on outcomes

(the benefits) of a project

rather than products or

outputs, and then measuring

the degree to which that is

happening to keep a project

on track. This can help to

reduce the risk of a

completed project being a

failure by delivering agreed

upon requirements/outputs

but failing to deliver the

benefits of those

requirements.

An example of delivering a

project to requirements

might be agreeing to deliver

a computer system that will

process staff data and

manage payroll, holiday and

staff personnel records.

Under BRM the agreement

might be to achieve a

specified reduction in staff

hours required to process

and maintain staff data.

[Source - Internet]

ACID principles in PM for -

Delivering First Time Right!!!

Page 5

Volume - 2 - Issue 4 July 2014

1. Evolution of mobile technologies in delivering information

to the construction project stakeholders on a mobile

platform is of great value rather than stakeholders

accessing it from their desktops (or laptops).

2. Delivery of solutions on the cloud rather than each

stakeholder installing applications on their own hardware.

Combine all three technologies and the technology landscape

for the future will emerge. Intelligent models developed on

BIM platforms that are deployed on the cloud such that all the

stakeholders from consultants to suppliers can access and

collaborate. Besides, the information can be accessed anytime

and anywhere on mobile devices. This will lead to decision

making in a more holistic manner (understanding impact of

engineering decisions on construction schedule, procurement

delays in construction schedule etc.) and will also allow

decision making on the basics of analytics. This should lead to

Information Coordination ... continued from Page 3

PM Article

Shikha Vaidh, PMP, PMI-ACP

To deliver things right at the first time, at

a minimum four basic properties are

required at an individual, company and

the team group level.

The first and the foremost is the right

attitude towards the goal. In absence of

which none of the project management

phases (Initiation, Planning, Execution,

Monitoring & Control and Closing) could

be followed.

It is a step by step process.

If at one place it is required

to have a right attitude, right

command over the subject is

also very much required to

achieve any goal. All the

great achievers not only

keep the right positive

attitude but have the right

command over their fields.

Deep understanding and

knowledge towards the

subject/ domain is required

to deliver the things right at the first

time.

1. Attitude – Right Attitude

2. Command – Right hold over the

Subject/ Domain.

3. Information – Right Scope

4. Dedication – Right devotion

Conclusion

This is the ingredient, without which

nothing moves on. It is very much

required to have the right information

(details of what is supposed to be done,

rules, policies, etc.) in place before

starting the work on any project. Absence

of which leads to project failure or delay.

Last but not the least it is the dedication.

Unless the individual and team will have

the dedication, it is impossible to achieve

the things on time with right quality.

Having the right attitude, right command,

right information but without right sense

of responsibility & dedication it is very

likely to miss the deadlines, deliver low

quality products.

The right attitude, right command, right

information and the right dedication are

the four pillars for delivering FIRST TIME

RIGHT!!!

First Time Right - When this three word

statement comes in picture it evokes lot

of questions and confidence on all the

stakeholders involved in a particular

project.

At one side, it gives a sense of confidence

and trust, on other side it brings up many

HOW/ WHAT/ WHY kind of questions like,

Developer thinks: HOW it is possible to

deliver the bug free product, when

mistakes are bound to happen.

Service Provider thinks: WHAT would

be my strategy or plan of action to

deliver things

right at the first

time.

Customer

thinks: On WHAT

basis company is

claiming that they

can deliver the

product right at the

first time, WHAT

principles they

follow, what are

their metrics, past

experiences.

•

•

•

ACID principles in PM for -

Delivering First Time Right!!!

both process and technology driven maturity in better

management of the CSC(Construction Supply Chain?).

Delivering construction projects on-time and under budget is

typically a huge challenge. With changing industry dynamics,

complex and bigger projects with lots of stakeholders, the

problem has been exacerbated in recent times. Stakeholders

should realize that for seamless project delivery, information

flow has to be seamless, reliable, and delivered to all those

impacted across the supply chain. To deliver projects reliably,

processes and technology solutions need to be rethought.

Construction projects today are about managing the information

flow in the CSC (Construction Supply Chain?) and need of

process and technology solutions that provide those capabilities.

The degree to which individual stakeholders adapt to these

changing environs will determine the success of these

construction projects.

Conclusion

Project Management of Remote

Service Delivery Projects

6 Page

Volume - 2 - Issue 4 July 2014

offshore provider. The captive model

gives the parent company complete

control over offshore operations.

Knowledge services is not restricted to

only Information Technology (IT) or

Information Technology Enabled Services

(ITES) but includes Legal Processes,

Intellectual Property and Patent related

services, Engineering services, Web

Development application, CAD/CAM

Applications, Business Research and

Analytics, Legal Research, Clinical

Research, Publishing, Market Research

(Market research KPO).

As per my experience, failing project

management skills is the universal brake

for all offshore development activities and

knowledge services is no exception. While

challenges such as culture,

communication, multiple locations and

time zones, visibility and processes,

remain same, knowledge services

projects come with the unique complexity

of dealing with deep business domain

expertise.

The knowledge services industry is

relatively nascent when compared with IT

/ Software and there are no universal

themes of project management that have

emerged yet for this industry. One view,

supported by a number of our case

studies, is that

organizations lack

the means and

experiential

research to assign

value to the

knowledge they

are transferring

and receiving, and

have no real

understanding of

how new

knowledge can be

created in off- shoring situations. And,

this makes the role of the project delivery

manager sitting offshore complex. IT

professionals may assert that the best

practices of IT offshore project

management could work for knowledge

services as well. The answer is yes and

no and here's why. Yes because, while

project management processes and

principles are applicable, the

implementation and the rigor would vary

significantly to suit the needs of the

business of the parent company.

Knowledge services expertise in areas

like financial services requires a

professional work environment and

stringent performance security and

control to sustain the quality of work and

adapt to the upcoming changes in this

growing industry. While combination of

agile methodology plus homegrown

processes can work, what is needed is a

robust project management framework

which is flexible enough to accommodate

gamut of service projects. Following a

gathering of corporate experiences and

several project manager interviews, I

worked with the leadership team of a

knowledge services India based captive

center to improvise the existing offshore

project management model with explicit

focus on building onshore - offshore

partnerships. The impact of this model if

implemented successfully would result

not only in positive voice of the workforce

and customer but also result in increased

productivity, improved quality of

deliverables and a dramatic reduction in

employee turnover. From the pilot results,

what emerged was that knowledge-

intensive projects can be successfully

managed offshore using a “Knowledge

Partnership” approach. This approach

preserves transferred knowledge, service

and relationships, and establishes an

offshore center capable of delivering

service seamlessly on an 'as-is' basis

while tackling basic elements of service

project management such as transition

management, governance, performance

management and quality management.

In the recent past, several Fortune 500

and FTE 100 companies have established

their offshore captive centers in India.

The trend is to further accelerate keeping

in mind the

changing

forces and

dynamics of

the industry.

As processes

become more

complex and

integral to the organization, companies

often prefer to keep processes that

include core intellectual property IP and

sensitive data in-house by setting up an

offshore captive center. In an offshore

captive model, companies are more likely

to use their own subsidiary than rely on

third-party outsourcers for high-end

processes which are often referred to as

knowledge services.

This article focuses on project

management challenges of knowledge

services projects out of offshore captive

centers and presents a viable project

management framework drawn from the

experiences and successes of several

project managers in the KPO industry.

Based on many interviews from

managers of a India based knowledge

services offshore captive center of the

world's top technology MNC,

this article provides insights

and practices on some of the

project management

challenges in remote

knowledge service delivery.

Knowledge Services or

Knowledge Processing

Outsourcing (KPO) offshore

captive center is an overseas

subsidiary set up by a global

corporation (MNC) in which

the organization's knowledge-related

work is carried out by the subsidiary. It is

an alternative to contracting to an

Sowmya Moni, PMP

Project Management of Remote

Service Delivery ProjectsPM Article

Page 7

Volume - 2 - Issue 4 July 2014

•

•

•

•

•

•

•

•

•

Power distance is the degree to which people expect and agree

that power should be shared unequally through an organisation.

Institutional collectivism is the degree to which an organisation

encourages and rewards collective action and team spirit, even at

the expense of individual goals, and whether being accepted by

other team members is important.

In-group collectivism is the degree to which employees have a

feeling of pride and loyalty towards the superiors and the

organisation they work for. And vice versa, the degree to which

the organisation and its managers show loyalty towards their

employees and take pride in their individual accomplishments.

Assertiveness is the extent to which people should be assertive,

aggressive, determined, confrontational, uncompromising, pushy,

and tough in social relationships.

Future orientation describes the orientation towards planning vs.

muddling through and aspiring long-term future rewards by

sacrificing instant gratification.

Uncertainty avoidance is the extent to which rules and processes

are established to guide people and ambiguous situations are

avoided through detailed planning, even at the expense of

experimentation and innovation.

Performance orientation is the degree to which an organisation

encourages and rewards its employees for performance,

excellence, and innovation; this includes how employees drive

themselves to improve their own performance by setting

challenging goals for themselves.

Gender egalitarianism is the extent to which gender role

differences are minimised while promoting gender equality with

respect to education and professional development, management

positions, physically demanding tasks, and sports.

Humane orientation describes if employees are – in general –

sensitive, friendly, generous, and concerned about others.

There are nine dimensions of organisational culture were now

related to employee commitment using correlation and multiple

regression analysis.

The strongest correlation can be found between in-group

collectivism and affective commitment at ñ=0.628; it is also

correlated to normative commitment (ñ=0.450) and continuance

commitment (ñ=0.203), always at á<0.01. Performance orientation

is also strongly correlated to all three employee commitment factors

(affective at ñ=0.576, normative at ñ=0.375, and continuance at

ñ=0.233, always at á<0.01).

Outcome: Impact of Organisational Culture on Employee

Commitment

Leveraging Organisational Culture ... continued from Page 2

Regression analysis in simple terms:

When there is a reciprocal feeling of pride, loyalty, and

active support structures between employees and the

organisation, employees become emotionally attached and

commitment increases. The management of service

providers should lead by example so that employees can

look up to them the same way as they revere elders in

their family circles. Active support structures comprise

both provisions for employees in need as well as

encouragement of team working and networking.

When employees work in an organisational environment

which they perceive to encourage and reward them for

performance, excellence, and innovation, their

commitment to the organisation increases. Performance

based pay as well as non-monetary reward systems based

on group recognition of individual achievement appear to

be important.

Changing an organisation's culture is one of the most

difficult leadership challenges because organisational

culture is a system of goals, values, processes, roles,

practices, and assumptions. Single-fix changes are not

likely to be successful, because the interlocking will take

over and manoeuvre the attempted change inexorably

back into the existing system (e.g., Denning, 2011). When

employees shift from project to project, from one client

assignment to the next, they practically shift between

organisational subcultures; they are exposed to and need

to adjust to different expectations and procedures of

working. Organisational culture measures need to take this

unique phenomenon of India's offshore services sourcing

industry into account as otherwise the sub-cultures will

write over organisational culture.

Finally our research unveils a number of implications for

transforming the management and leadership practise in

India's IT services sourcing industry. We realize that in

academic research, the recommendations are made to

sound a bit too simplistic. In reality, successful human

resources transformation efforts are messy and full of

surprises. But a relative simple guiding principle is needed

to steer organisations through a major change and

simplicity can reduce the error rate.

Realigning the way employees are managed and work

together by transforming selected dimensions of

organisational commitment will help teams in India's

services sourcing industry to boost employee commitment,

contain attrition rates, and deliver constant quality in a

rapidly changing economic and working environment.

8 Page

Volume - 2 - Issue 4 July 2014

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project and program management, provide them with practical tools and techniques, and serve as a

forum for discussion of emerging trends and issues in project management. PM Essence is YOUR

Newsletter and Bangalore Chapter welcomes story ideas and/or suggestions to make it still better. More

information can be found on the Chapter's website.”

All articles in PM Essence are the views of the authors and not necessarily those of PMI or PMI Bangalore

India Chapter. Unless otherwise specified, it is assumed that the senders have done due diligence in

getting necessary copyright and official clearance in respect of all letters and articles sent to PM Essence

for publication. PMI Bangalore India Chapter is not responsible for loss, damage, or any other injury to

unsolicited manuscripts or other material.

The Lighter Side of PMList of past winners:

Please note that you do not need

to be a PMI or Chapter member to

contribute articles for Essence

and participate in monthly slogan

competition. All are welcome.

Abhishek Roy

Deepak Barua, PMP

Namita Gupta, PMP, PMI-ACP

Pradeep Chankarachan

Rucha Mahale, PMP

Shikha Vaidh, PMP, PMI-ACP

Srinath Devarshetty, PMP

Vedamurthy M, PMP

Vimal Prasad R, PMP

Vivek Saurabh, PMP

Please contact Chapter for your prize, in

case you have not received it .already

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what you think!!

Please complete the sentence below

with your thoughts in 10-15 words and

send them to

The best entry will win attractive

goodies from PMI Bangalore India

Chapter.

This edition's slogan

Please provide your response by

28th July 2014

Chapter will select the best slogan and

felicitate the winner during a Chapter

event.

soumen@pmibangalorechapter.org

"It's said that Project Manager

spends 90% of his/her time in

communication because

.................................... ”

Chapter News ... continued from Page 1

traditional to agile/lean kind of environment. Step by step movement with lessons

learned during the journey was the primary takeaway, especially for telecom domain

participants. Session was ended with a check point on whether the transition made

the organization/department really Agile? This was an important question which

made everyone think how one should qualify such transitions'.

th On 28 June 2014

the Chapter successfully held a one day Agile

Foundation Program at DHI Leadership Centre.

This event provides opportunity to learn about

Agile Project Management and how you can apply

that at your workplace.

Agile Foundation Program:

Chapter is now inviting technical papers for the PMPC 2014. Last date for submission of

abstracts - 20th July 2014. For further details visit Chapter website

http://www.pmibangalorechapter.in/index.php/special-programs-and-events/pmpc-2014 or

write to conference@pmibangalorechapter.org

PMI Bangalore Chapter announces PMPC 2014 from 20-21st November at

Nimhans Convention Centre, Bangalore.

This year's theme is "Architecting Project Management for transforming lives".

Please mark your calendar and stay tuned for further announcements from the

Chapter.