A time for everything!

Ecclesiastes 3:1-10

For everything there is a season, and a time for every matter under heaven: a time to be born, and a time to die; a time to plant, and a time to pluck up what is planted; a time to kill, and a time to heal; a time to break down, and a time to build up; a time to weep, and a time to laugh; a time to mourn, and a time to dance; a time to throw away stones, and a time to gather stones together; a time to embrace, and a time to refrain from embracing; a time to seek, and a time to lose; a time to keep, and a time to throw away; a time to tear, and a time to sew; a time to keep silence, and a time to speak; a time to love, and a time to hate; a time for war, and a time for peace.

Help me, Lord, to notice how you are speaking to me.

The influence of enterprise environmental factors on project portfolio management

Google’s Android leapfrogging over iPhone, BlackBerry, Windows

Google’s android is leapfrogging over iphone, blackberry and windows in the mobile sector. Hopefully the PC version of android will be available soon. This will force many to revise their business strategy resulting in updates to their project portfolio. I always pity skype for not coming out with an android version. Is their decision to stick with apple, a wrong one?. Dont forget, google voice is already released in the US, and it is only a matter of time, before it is available to other geographies. Someone’s loss is other’s opportunity.

To read the complete story of androids growth, click here.

Business strategy – Project portfolio linkage , a case study @ FORD

How a Global IT Revamp Is Fueling Ford’s Turnaround

Ford’s revamped IT department provides global shared services and is deploying consumer tech in new vehicles to cut costs, attract customers and restore profit.

Click here to read the complete article

Disruptive project management

Disruptive technologies is the buzz word these days. What is disruptive technology?. Here are some examples;

Music downloads and file sharing vs. compact discs

ebooks vs. paper books

  • e-commerce vs. physical shops
  • Open-source software vs. proprietary software (for example Linux versus Microsoft Windows, although Linux has already largely displaced proprietary Unix)
  • Internet Video on Demand and IPTV vs. Advertising supported broadcast and cable television
  • VoIP (and VoIP over 802.11) vs. traditional telephone and mobile phone service.
  • portable mp3-players vs. the portable cassette players
  • DVD vs VHS tape (VHS has already undergone a great decline, particularly in the market for pre-recorded tapes, although the price of DVD recorders remains high enough for VHS home-recording to hang on for the present)

Do the conventional management styles hold good for managing projects involving disruptive technologies. Let us take a close look at the disruptive technology graph.

Initially disruptive technologies are not  used for the use my the majority mainstream users. It evolves over a period of time and grabs the attention of the low quality user. In India, the dual sim mobile phones were first deployed by the Chinese phone makers, followed by samsung and Nokia with low end phones. The first audience is the low – medium quality user segment, which then graduates into high quality use and most demanding use. This movement happens with a series of evolutionary innovative cycles. The requirements evolves, contrary to frozen requirements in conventional projects. The project cycle time is also shrinking. Apple store has nearly 160,000 applications and the android store is fast catching up, followed by ovi of nokia. These are all very tiny projects, which need to be upgraded rapidly. This calls for a radically different set of management principles based on;

  • Motivated individuals ( a given to be part of team)
  • Freedom to fail fast
  • Self organizing teams
  • Team learning
  • Iterative development
  • Manager as a servant leader
  • Primary focus on speed of execution than cost

Of all the given models which is existing today, I personally feel that SCRUM is the right fit for managing disruptive technology projects. Since SCRUM disrupts the current organizational structures, many look at it as a threat to their comfort zones. Based on the hands on implementation experience in India, we always found that the team and the senior management is for it, where as the middle management is against it, as their territories are challenged and mostly they come out with the propaganda that ‘SCRUM’ will not work for us.

Updated Schedules

PMdistilled instructor led online PMP  preparatory training, customized to meet the participants convenient time (contact us for details) abrachan@pmri.in

PMdistilled PMP preparatory program, Dubai (private program) – September 14,15,16

PMdistilled PMP preparatory program, Dubai (public workshop) – September 17,18,19

PMdistilled PMP preparatory program at Delhi (Private) – September 21,22,23,24

PMdistilled PMP preparatory program at Muscat – September 27,28,29

Agile project management using SCRUM at Bangalore (Private) – October 4,5

Six sigma green belt program at Muscat – Oct 3,4,5,6,7

PMdistilled PMP preparatory program at Bangalore – Oct 8,9,10

PMdistilled PMP preparatory program at Doha – Oct 12,13,14,15,16

Agile project management using SCRUM (private) at Bangalore – Oct 18,19

Six sigma black belt program at Muscat – Oct 24,25,26,27

Tips from Jayashree Bavur PMP, for preparing for the PMP exam.

Dear Aby

Many thanks to you, Chinmaya, classtube and KnowledgeWorks.

Let me share my experience from preperation to exam.

When I had planned for my exam I was just 3 years 8 months experienced. I was very confused if I have to take PMP exam. Many people said it will be very tough, expensive and all. Many thanks to Chinmaya who clarified my doubts regarding PMP exam & course and encouraged.

3 days of training was excellent. It gives complete overview of Project Management. Classtube really helped me to understand the concepts and pattern of the questions for PMP exam. I have not used any of the mock tests available in the internet. I have just referred the PMBOK,material present in the CD provided during the course and classtube.

Lesson Learned:

1)Referring to variaous web sites in the internet will just increase the tension as this will just confuse people and decreases the confidence level.

2)If we keep on referring different sites for questions, there is no end for it. Just follow the course material and try to understand the concepts.

3)During the exam, managing 4 hours is very important.

4)Practise Mock tests in the classtube and course material.

5)Study with the intension to understand the concepts in Project Management. We should never concentrate on just passing the exam. Unless the concepts are clear, hardly one can pass the exam.Many of the questions will be asking what is the input or tool or output of the particular process. We can never by heart these. But if the concepts are clear, we can easily choose the correct answer in the exam.

Few suggestions:

1) There are already enough questions in ClassTube for mock test. But it will be a great help if the number of questions can be increased. We have enough material in the CD provided. But if we get those questions in ClassTube, it will increase the confidence level.

2) Explanation for the answers in ClassTube can be increased. Eg: Why exactly option A is correct why not B, C or D. This will help to face the exam.

Thanks and Regards

Jayashree Bavur

A case on enterprise environmental factors – Vendata

===================================
Vedanta and lessons in conservation
(Editorial by Sunita Narain)
====================================

The Forest Rights Act of 2006—also known as the Scheduled Tribes and Other Traditional Forest Dwellers (Recognition of Forest Rights) Act—came after considerable and bitter opposition from conservation groups.

They said the Act, which would grant land rights to tribals and other forest dwellers, would destroy forests and wipe out wildlife. Worse, the rights would make it easy for developers to take over forests. In other words, acknowledging the right of people over their forest was a bad idea.

The recent Vedanta decision—to reject clearance to the multinational company’s bauxite mining project in Orissa—must be viewed in the light of this opposition. The Union Ministry of Environment and Forests’ panel, chaired by former bureaucrat N C Saxena, has indicted the state government for its non-adherence to the Act. It found the Act, which stipulated that the rights of tribals be settled before clearing any project, was followed only in the breach. More importantly, the Act says the forest-dwelling communities must give their consent through the gram sabha before a project is cleared. The Saxena committee says this was not done. Worse, it found the state government tried to cover up its negligence. The bottom line is that people living where mining is proposed are against the project. They were not heard.

It is for this reason (and for Vedanta’s non-complian ce with environmental laws) that the ministry took what is clearly a tough decision against the powerful company.

As we celebrate the decision favouring environmental justice over destructive development, we must stop and ask: have we really understood green concern in this poor country of ours? In the 1970s, when the environmental movement took root in the country, it had two distinct streams. One was a movement to conserve wildlife. The 1970s saw the beginning of tiger conservation in the country. With this grew the conservation movement, aiming to secure habitats for animals but failing to safeguard the needs and rights of people who lived there.

In the same decade was born the Chipko movement— women in the Himalaya stepped in to protect their trees from wood cutters. But their move was not to conserve trees; they wanted the rights to cut trees. They also said— but few heard them—they would not cut the trees because the forest was the basis of their survival. They knew the value of the environment.

This was the other stream of environmental consciousness, which got lost somewhere along the way. We began to follow the environmental movement of the rest of the world, which would first destroy and then learn to repair or conserve. The Western environmental movement was not about changing the way we did business with the environment itself.

I believe the reason we followed the Western model was we did not trust the poor in the country with protecting the environment. Even when it came to afforesting the land people and their animals used, or regenerating the water bodies in villages, we trusted officials over people. The policy kept people out of their forests, made them trespassers in their own land, denied them their rights and their choice for development.

But today, the modern Indian environmental movement should stand humbled. It is the activism of the same people we middle-class environmentalists distrusted that has defeated one of the world’s most powerful companies, Veda nta. This is the environmentalism of the very poor. Their activism is driven by the need for survival. They know their livelihood depends on natural resources, the land, the fore sts and the water. They also know that extractive and resource-capital intensive development is not inclusive of their needs. They are poor and will be poorer once the mine is dug or the forest is cut. It is for this reason they have fought relentlessly against Vedanta. Let us be clear, this is not a movement of the city-bred green lobby. This is a movement of a tribe of Primitive forest dwellers who worship the Niyamgiri hill. It is their belief in their culture that made them fight.

The question I have is whether their victory will change beliefs. Will we learn the development lesson—to create a model of growth and conservation that uses people as a resource for local development?

It is important to understand that green actions that drive people out of forests are today roughly equal to the assault by the development lobby that takes away their resources. On the one hand, development needs their land, their water and their forests. On the other hand, conservation wants to throw them out of their land and forests. India’s forest policy, for instance, has been broadly driven by two imperatives: to extract the resource for industry or to conserve the resource for wild animals. In all this, people have increasingly nowhere to go. This is why India is seeing more anger against wild animals, more violence in forests and more destruction of habitats.

It is time we trusted people. If and when we do, the victory over Vedanta (and others like it) will be complete. Only then.

Read this online: http://downtoearth.org.in/node/1843
Post your comments at: http://cseindia.org/node/1720

http://www.indiaenvironmentportal.org.in

Nice to hear this

Sir,

It has been with great delight that on searching the net for project management courses, I fell on the courses offered by PMRI. I have completed the course on Project  Management Essentials Program V 1.0. I hope you will reiew it soon. I will acknowledge that I had great difficulties completing the course especially as my internet connection is very slow and I am unable to download some components to enhance the performance of my computer to fit all specifications for the course. I could thus not really enjoy your videos and base on that knowledge while taking module tests. I am hopeful that you would award me the certificate of completion. I am especially thankful that you have given me a basis to expantiate on my knowledge in project management and thus enhance my management skills in the construction industry where I work in Cameroon. The knowledge you have poured out to us is priceless. While waiting earnestly to receive a certificate from your institution PMRI, Sir, accept the expression of my greatest consideration.

Warm regards

NFOR Kingsley Tarla Ringnyu

Civil Engineer