Blog - RTI

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“We hold these truths to be self-evident that all men are created equal” – and equality is evident at birth alone. With growth, we grow with the notion that justice is not the same as equality. One should not confuse entitlement with rights. Your CEO is entitled to park the car in the reserved slot while in your position you can’t park. Simple. Should you want to park, the only way is to become the CEO! “The promise of equality is not the same as true equality” as quoted by Sheryl Sandburg. All men are born equal and let’s draw a line there please for thenceforth you have to prove your worth. Wait a minute! Does the law state ‘no man is above law and no man is below’? Ah! That’s justice and its blind to the person – be it commoner or millionaire. Alright, so where are we heading?

Tow links arrested my attention

Encryption policy poorly worded by officer: Telecom Minister Ravi Shankar Prasad

France tells Google to remove search results globally, or ...

There are much talk of e-governance and mobile governance and yet the nation witnessed  unprecedented internet shut down to counter the crisis that came out of nowhere and though not a knee-jerk reach but counter action as so to control domestic disturbance. It was warranted.  But shutting IT won’t paralyze small industries,   affect the common man and business community that are heavily dependent on internet? If it can happen in a neighbouring state, what’s the assurance that the recurrence won’t be in the state occupied.

We have identified space and technology and with that we also are combating cyber wars. The digital age has transformed  in many dimensions  that were far beyond imagination years when we studies in black board classroom as compared to the modern day smart board. for sure, and that too unimaginable a decade before. Why can the same technology put in use to pull out defence mechanism instead of pulling down the shutters. Where is the right to information and can the privacy of information insulated from infringement? We are not talking about friendly fire but hostile attacks.  What exactly is NASA snooping about? http://time.com/2945037/nsa-surveillance-193-countries/  Big Brother attitude? And is that legal. Many countries have cried foul  and the European union isn't amused in the breach of trust by the most powerful nation of the world?

“Four countries that had signed a no-spying agreement with the U.S. — Britain, Canada, Australia and New Zealand — were declared off-limits by the Foreign Intelligence Surveillance Court, the Washington Post  reports, but the court approved a list of 193 countries where the NSA could legally conduct surveillance.” – time magazine extract.

Back in our land, a press release that was later retracted imposed that data to be kept alive for a certain duration by the user and the provider, and as a reprieve the user was unsaddled but held the platform accountable – incredulously in this digital age?! [refer the link above]

France cautions a social network not to publish but expunge /erase details at the request of their citizen not only in their country alone but worldwide. The surprised and shocked social media company took up the case against the worldwide ban in the international court and the verdict so far for them is vexing. Now imagine if every citizen stands up in the arms with similar demand wonder what would be the fate of the ‘major power’ in social media. 

This article was deeply influenced by https://www.linkedin.com/pulse/india-heading-nsa-way-rishabh-mehta and our fear about the freedom expression and clampdown of critical infrastructures with catastrophic consequences highlighted. Our callousness for inaction till the situation becomes endemic or pandemic is a known problem. Hope this will be an eye-opener.

iCert Global' business is heavily reliant on the internet as we are a Globally Trusted Education provider connecting the nook and corner of the globe. So a day of internet shut down will affect out bottom-line and persistent recurrence can adversely impact our livelihood.

Your highly respected opinions please….

Some Pain Points for Project Manager

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#Task Tracking/Up to date Project Plan: When the Project Manager plays individual contributor role, then it’s really a challenge to collate the status update of different teams involved. When the teams are distributed, this challenge becomes even more complex. For a Project Manager as individual contributor to be successful, the person needs to be more organized, very positive and highly influential. Normally matrix kind of organization tend  to employ  this kind of structure whereby team(s) or team members may need to report to more than one Manager. Actually, this organization structure is still universally accepted and followed in many organizations. Reason attributed is the need for strong Project Management in those areas where they don’t want to dilute  Project Management by combining Team Management with Project Management. That’s the main reason why such organizations follow such structure.

Solution: As stated above, with strong Project Management principles we should be able to overcome the shortcomings. Also we would require well organized people endowed with effective communication and influencing skills.

#Multiple Stakeholders on Decision Making: Another area where Project Managers struggle or face lot of issues are - when there are more than one decision makers involved for a particular undertaking. It becomes more complex when the priorities are not in sync. That may lead into conflicts thereby adversely impacting the project  in many aspects – Cost, Schedule, Effort & Scope.

Solution: As its related to people, all we could do is bring all the stakeholders in the same page and collect consolidated feedback to figure out a single outcome. It requires good Stakeholder Management skills.

#Scope change during Project Execution: The most common problem encountered in almost all the project is with regard to the scope - either as change or creep. This has been curbed to some extent through Agile . However scope change which derives the architectural change is still challenging even in the Agile era.

Solution: Scope Change or creep is a known known, and largely expected despite the best of efforts to rein in and hence it will be prudent and professional to secure the buy-in of the stakeholders by explaining and recording the changes/creep. Usually a log is maintained and sign-off for concurrence will stamp the inclusion as part of the requirement. In general any solution provided for any given problem should be scalable in this dynamic environment. As Project Manager, its incumbent  to ensure the project is scalable in all aspects.

Why PMP Certification is still popular?

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PMP Certification is very much  relevant to all those who are into Project Management irrespective of the fields specialized. Contrary to popular belief that PMP is related to IT/Software Project Managers, it is very much relevant indeed to people who are managing the projects in the fields of Civil, Production or any other domain or industry. That is one of the reasons why people from any field who want to run/execute the project in organized way, want to be training and certifying in PMI-PMP.

What in PMP attracts the People?

• Following the PMI standards help to have the better predictability. This is one of the reasons why many organizations encourage their project management professionals to go through the PMP Training and certification.

• Risk Management is applicable for all projects irrespective of field or domain. Risk management is one of the key areas which connect all people from different walks into Common Project Management Methodology.

• Communication Management & Stakeholder Management aren't applicable for Project Managers alone but or non-project managers as well . People who know the project management principles defined by PMI are employed across different domains.

To learn more, click http://goo.gl/GeVrFC

Takeaway from PMI Preparatory Course

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PMI Preparatory Course equips the project manager aspirants/professionals not only for PMP exam but also helps them acquire very good insight on Project Management principles.  Professionals who have not gone through the learning process are at a distinct disadvantage as compared to those who have undergone PMP preparatory course.

In my personal experience, I was a Project Manager even before I enrolled for the preparatory course. However the experience which I got through this learning and exam process was tremendous which I would like to share it for the benefit of the wannabe professionals. 

How Planning is critical in the area of Project Management? This training helped me to realize that the success of the project delivery/product delivery depends on how good/accurate is the planning. When you are able to plan 80% or more of your defined tasks, it means you are clear as much about scope. Good planning can be done only when your scope is clear

Clear Scope à Well Defined Plan à Success of the Project

Periodical review of the plan also is critical to ensure that success of the plan and the project. Unplanned tasks should be minimal as much as possible.

Plan helps us to track 100% of the project and all its dependencies as well. Sharing the plan to all the stakeholders make it possible to communicate about the progress/status of the project up to date. In nutshell plan helps to have better predictability / visibility of the project at any given point of time.

Communication is key success for the Project Delivery. Plan without communication is of no use, hence sharing the plan to the right people at the right time brings lot of value to the project. All early warnings are communicated to all the stakeholders and if required there can be changes on scope/cost/schedule. Good Communication brings open culture to the work environment thereby project execution is transparent across the stakeholders.

Good Plan and effective communication are the two important factors for the success of the project delivery with respect to Project Manager. There are other factors like Quality/Cost which are dependent on delivery teams  under the watchful eyes  of Project Managers.

Project Managers – Plan, Communication (& Risk Management); Delivery Teams – Quality, Schedule, Effort. Bottom line, Project Manager is responsible.

The key question that an agnostic Project Manager might pose will be ‘why the PMI  enroll for preparatory course when I can manage the Project?’ Agnostic PMs aren't conversant with all the facets of the Project Management and dependency on the crew, especially architect, to Developers to testers is quite high. 

Besides, the PMI preparatory Course prepares the candidate to crack the PMP at the first attempt thereby imparting the science behind the Management – from studying all the 10 knowledge areas to equip and prepare with the knowledge required to handle projects independently by studying requirement to initiate necessary action. 

From a firsthand experience, I didn't focus much on stakeholder or procurement management given the emphasis on Scope, Time, Cost, Quality and Risk. It was during the PMP Preparatory course that I learnt that there existed other key modules like Integration, Human Resources and Professional and Social Responsibility, which took me by surprise and elevated my learning to a new level and coupled with the prep or mock exams, I was well prepared and all set to go.

I cracked my PMP exam at the very first attempt. Hope this blog helps those who are aspiring or appearing. We also conduct ‘refreshing course’ for PMP certification. For further details, please visit http://goo.gl/gjkV2N

Who are your stakeholders?

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Ah! That’s an interesting poser and a twisted one too.

I was engrossed in a status update with a developer, and looking at the data on the table the achievements trailed way behind the projection. Puzzled, I probed “how will you manage to close the gap, even it means biting hard the weekend? My friend, it riend, its still 24-hour day!"e gap, even it means biting hard the weekend. my rojection. puzzled,is still 24-hour day!”

Staring hard at the table, he avoided my glare. “Realize what are the stakes?”

He nodded, unable to frame a convincing response, he just employed body language. “Who are your stakeholders?”

“You sir”

“I am your Manager. Who are the stakeholders? What about the client”

“Sir, as far I am concerned it is to you to whom I report.” Agreed.

“But don’t you join me in the conference call with the client, and address the issues that lie in your scope of work?”

This is the misconception about the basic premise about stakeholders as if they are the one seated way above.

“Don’t you think you are one the stakeholders?”

Raised eyebrows gave away his surprise, and I gently swivelled my chair to face him. Enough of data. We knew what exactly the progress is or rather how much of ground to cover. “Isn’t the stake high with regard to tasks assigned to you and the deliverables  specified in the project plan?”

“yes sir.”

“What about your team mates, our management? Stakeholder doesn't focus the spotlight on the Client alone. You are as significant a stakeholder as an investor or the client. The people who directly or indirectly contribute and/or receive project deliverables.  Right from Project Sponsors, Customers, the teams involved right from planning, scoping till end of the project closure.”

Dispatching him to finish the pending work, I settle on my desk to share my thoughts about stakeholder management for the developer’s benefit and extended my audience by including you as well.

Knowing your stakeholders is one of the key aspects of Risk Identification. If you don’t know all your stakeholders, that implicitly states an inherent risk already in your project. For every aspects of the project, identify the key stakeholder(s).

What is Stakeholder Management?

Communicate the right things at the right time which will make the stakeholders in line with progress made in the Project. Last minute surprises are the least expected and any delay that’s visible should be informed well ahead. The worst would be an irate customer who might become bellicose but there won’t be any dent to your integrity. Good news can be deferred but bad news should never be delayed.

Clear communication about respective stakeholder(s) in terms of expectation – what they expect and what’s expected of them - will provide clarity on their stake. Fair to set the right expectation – don’t go overboard or unrealistic. Its far better to buy time than fall behind to beseech for ‘few more days’.

By managing the stakeholders throughout the project life cycle, ensure that risks are managed well. Stakeholder Management is one of the Mitigation for few of the risks. Specially, Risk transfer is one way through which risk can be mitigated, by effective stakeholder Management

Why do we have to manage Stakeholder?

Why do we manage the Project? We manage the project so that project is well organized for people to understand the plan, execution and tracked in all aspects (Scope, Cost, Schedule & Quality).  Stakeholders are no different.

How do you do Manage Stakeholder?

Normally 90% of the stakeholder Management can be done with proper communication. By Proper Communication, we lay open the door and become transparent to earn the trust. So long there is nothing to hide, then nothing to fear about backlash. More often considerate clients offer counselling and even settle for trade-off in the good faith the goods will be delivered with ‘some delay’.

Another important aspect of Stakeholder Management is to handle/address key stakeholder expectations formally in the projects. What do we mean Key Stakeholder?  People who have authority to change the Project Scope, Cost or Schedule or who can influence in any of these three are considered as Key Stakeholders and they need to be consulted for every change in Scope, Schedule or Cost.

Engage your Stakeholders

The success of Stakeholder Management lies in the capacity to engage them throughout the project life cycle. If we fail to engage, then they may get disconnected from the project, which might turn to be a risk at a later point in time. Communication is important but not sufficient for successful Stakeholder Management. Engaging the stakeholders is considered as  the key.

How do you engage your Stakeholder?

• Include key stakeholders in all decision making
• Get  periodical feedback or review 
• Incorporate the actions items into the project plan with the required changes recorded and necessary approvals from the concerned stakeholders.
• Get wish list/and future expectations and add it in backlog
• Anticipate expectation and get concurrence for due incorporation

For more information, you can enroll for our Project Management certification training programs conducted at our site or your site or on-line class. View http://goo.gl/4s0KuY for more details.

Is the trend turning towards Agile?

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It’s an interesting pointer that can be deliberated but never decided with a Boolean yes/no response. Waterfall is the conventional methodology and given Agile’s merits it’s too attractive to make an immediate shift but one should reason with the ramification by balancing the pros and cons as agile may not be an ideal fitment for every project. Accepted Agile has made great strides but has it replaced waterfall altogether is subjective if we are mindful of the consequences. We learn by experience and the takeaway in the form of teaching is to beware and be cautious of concerns.  Usually technical heads mull over the decision by studying requirements again and again to arrive at a conclusion.

They are both project management methodologies and the applicability rest on many factors.  Just because waterfall has been around for long doesn't make it indispensable and agile emerging much later is the most happening either. That’s why approach adopted should be strictly on merits. It’s a no-brainer the discussion about this subject would entail into PMP®  or PRINCE2 certification.

Waterfall methodology is most easily identified with PMP®  certification program, while PRINCE2 follows Agile. Both these approaches are very different and hence the deliberation before deciding on picking the best suiting the needs.

Waterfall is a typical plan – build – test –deliver stages, where the final version is envisioned in the planning phase rendering the requirement study and scope as very critical and any change addressed through change requirement and the customer gets to have a feel at the UAT stage only, when all is done and set to go.

Agile is very modular, implemented through scrum, wherein the client acts as one of the stakeholders and can know first-hand the output of a phase technically referred as ‘sprint’ and every requirement is detailed as a story card with scrum-master manning the post. The individual accountability is very high. The sprint demo can be shown to client for feedback and changes incorporated and hence the process is iterative. This flexibility is found wanting in waterfall methodology.

Lets study the popular or most searched words using Google Trends, and though a ballpark and not a scientific proposition, it does offer a a bird’s view.perspective as to where the world is heading towards.

The PMP® certification seems to have picked up and peaked and gradually slides down with the forecast trending upwards, while Agile at one stage seems to have spiked over PMP® and continued to ascent, and the forecast too is favorable.

The certification aspect witnessed PMP® on the rise and peaking only to slip down and forecast is forward, while Agile is steady with not much of growth nor stunted and the forecast is trending upwards.

The charts are based on ‘keyword’ search and need not necessarily endorse any claim not be evident of any outcome. Like stressed earlier they present a picture of the trends and such PMP® is still quite popular, and Agile is holding on and growing.

So what do you think is the trend? Do let us know….

Technical Managers are more successful as ‘Managers’?!

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This is very dicey. What about technology-agnostic managers? Don’t they become good Managers? How much of a value-add is thrown-in with the ‘technical’ tag. End of the day its Management - be it technical or non-technical. Some of you might agree or disagree – which is your entitlement.  From a holistic view, Management is totally different ball game compared to pure technical role played in IT industry. Management role is very dynamic wherein one should know where to reach and how to achieve the same. For anyone to be a successful Manager at senior level, build a team having right composition of skill; more than that, the next-level line managers will be instrumental in executing the decision. Hence much depends on Manager.

Of course, the Manager needs to have big picture and good clarity on the vision to give the right direction to the next- level , however that’s not enough for the success.. Manager should have right people to execute the same vision and position at the right place. But how does one identify ‘right’. Call it acumen or something gained from experience or inner calling or instincts – or sum of all. Subjective as ‘right’ might be, it does prove critical for the success of the Manager in any organization.

Know Self/Team: Any Manager should assess and evaluate his/her strength and team’s strength as well.  The clarity should be crystal clear for the Manager / team to achieve the mission/vision of the team.

Know the gap (Self/Team): And it is imperative to know what's the gap within the current team setup is technically, functionally & behaviourally. Most of us will think why do we need to worry about missing behaviour aspect?

When a Manager is introvert, he/she may hesitate to connect with people and the team may not get the visibility it should get. In that case Manager should identify that as a gap to the team and close either by self or hiring some enterprising people in the team.

Fill the Gap:
Self or Hire? - Gap can be filled in multiple ways depending on the scope and width of the gap. If the gap is on technical/functional aspect, team can undergo the required training if there is enough time for learning curve.  When the need to address gap is critical or urgent, it’s better to hire people with right skills.

Managers always should try to work on people’s strength and enhance/sharpen to bring the best more out from his/her team. That will help the team to be engaged fully. Managers don’t manage; they lead.

When Manager decides to fill the gap by hiring new resources, the ability to assess about the new hire to deliver is a one of the key clincher. If not, nothing wrong in seeking the opinion of peers’ help to connect with the right fitment.  It’s very important that we choose the right people for any opening as most of the cases it’s the fitment that’s diagnosed as the pain point – and that too late in the project. Screening and selecting suitable candidates who are sound technically can cut out most of the spillage and increase the turnaround time. Technically sound professionals have an appreciable head-start as compared to the less informed as the learning curve isn't that steeper and with a minimal time spent in training the crew can be inducted in the team and start contributing.

So back to the poser – why ‘technically sound Managers’? Well it helps a great deal if the other person speaks your language as it does engage and keeps the team on the same page. Hence, it’s not good to have but need to have soft skills for the making of a Manager.  Won’t agnostic managers scale? Yes, they can – with time and effort, and it costs companies bandwidth and training for the transition to hire such kind of managers known for leadership traits and management skills, but start-up can’t afford the luxury of grooming as expectation will be for ‘the professional with practice’. On top of technical expertise, certifications carry that edge to make you look distinct even from a distance. Learn about our certification programs  http://goo.gl/7iDPnJ


We place our perspective in this platform to know more about yours. Look forward to your comments.

RISK MANAGEMENT

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Risk Management is an art in the area of Project Management and Project Manager is to be intuitive enough to identify the risks right from project inception, elaboration, construction till transition phases of project life cycle. Dependencies & Assumptions has direct impact on the risks of the projects. As priority and criticality varies from phase to phase, the skills of Risk Management too varies accordingly, hence its critical to illustrate the risk management during various phases of project life cycle

       1.       Risks Management during Inception Phase

Project Manager who has great insight only can identify the risks during the inception phase of the project. However its a good practice that all unknowns are to be considered as one of the known risks.

Consider the below scenario during the inception (during Scope Definition Phase)

Unknown - Unknown (Scope not known; Out of Scope not known) à Critical

Unknown - Known (Scope not defined; Out of Scope defined) à High Risk

Known -Unknown (Scope defined; Out of Scope Unknown) à High Risk

So considering the above, not only one SCOPE but  we need clarity on Out of Scope as well. Similar exercise needs to be done on Non-functional Requirements (NFRs) of  the projects when we define the scope of the project.

Definition for Success criteria:

Another good practice is to list out all the driver points for the success of the project. List down the criteria that ensure  project as successful. Similarly define the same for failure which needs to be reviewed periodically to ensure that project is steered in the right direction and steady path.

Roles & Responsibilities in success criteria

Define the RACI (Responsible, Accountable, Consulted, Informed) Matrix for the project organization for each of the milestones and important deliverables. These are key drivers for the success of the project

      2.       Risks Management during Elaboration Phase

During the elaboration phase, projects get more structured  and all the risk identified during inception phase should be reviewed thoroughly and redefined. Based on the clarity created during this phase, the impact of the risks stated in inception phases may reduce.

Ideally during elaboration phase, there should not be any unknowns in the scope definition which is most critical to the success  during the elaboration phase.

Few things to be noted during elaboration phases

a.       Scope definition à There should not be any unknown here any more with respect to Scope or Out of Scope

b.      Re-define the acceptance criteria à Review and re-define the RACI Matrix if required

c.       Plan (Milestones, Schedule  & Readiness on Construction phases)

• This the key deliverable of this phase in which we need to identify all the risks around the resources (People, hardware/software readiness, Knowledge readiness etc)
•  Any assumptions & Dependencies on the plan to the listed by all the respective stakeholders

     3.       Risks Management during Construction Phase

When we are clear  about the above two phases, we have already reduced the Risks/Impacts in the construction phases.  However there are few areas which we need to continuously track

•  Resource related risks (Unplanned leaves & Environment related ) which could lead to

                o   Schedule variance

                o   Quality related issues

• Scope Creep

                o   Effort Variance

• Quality KPIs (More issues reported by QA may lead to the below listed attributes)

               o   Effort Variance

               o   Schedule Variance

    4.       Risks Management during Transition Phase

At the end of the construction phase we may have less room for Risks as by then most of the acceptance criteria would have been met.  However its worthwhile to consider the

• Customer feedback
• Project Closure (Lessons learnt, Retrospection on Good & Bad experiences)

Risk Mitigation

In all above phase, communication plays key role as in some of the cases by having good frequent exchanges dispenses the risks across the stakeholders and indirectly ownership of the risk gets transferred or distributed.

It’s always a good practice to have the Risk register and log the Risks identified in every phase and respective initiated with owner’s details. This will transform as lessons learnt for futuristic projects.

Risk Management is one of the 10 knowledge areas of PMP® Training. For more details, do click http://goo.gl/MPBy1r

Risk Mitigation

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Risk Mitigation is to pre-empt and be prepared to respond to unexpected or anticipated issues that might spring up in course of development. Risk mitigation is not about developing the solution for anticipated  issues all the time and at times, it also depends on how we would respond to an issue to reduce the impact of the same. Another perspective is to identify as to who needs to respond and how to respond in mitigating the issue.

Who should respond? The person who will be owning the Risk. This is what we classify as transfer of Risk. There are times we will not be able to respond to all the issue and we may need to direct to the right person.

Alternatively, identifying the dependencies is also another way of mitigating risks

Identifying Dependencies è Risk Transfer è Risk Mitigation

How to respond?

There are 2 types of risks we may come across

1.       Issues which we need to address with solution

2.       Issues for which we may not have solution with us

So how do we respond the above 2 scenarios.

In the first case, we have 2 options

Identify the solution è Reduce the impact (Risk still exists with less impact)

Identify the solution è Remove the impact (Risk is nullified)

In the second case

Accept the Risks è Plan for the impact

ð  Adapt the impact in the scope/plan (Plan for the Risk impact)

Avoid the Risk è Change the scope to exclude the risk

ð  Change the scope in such a way the risk is excluded

Transfer the Risk è Identify the right owner of the issue

ð  Assign the responsibility/ownership to the right person

When to respond? In general, risks and its impacts ought to be reviewed/assessed periodically with the respective mitigation plan which may necessitate changes which have to be factored and plan updated accordingly. Depending on the duration, impact also may vary.

Example, during the planning phase, we might have identified the Dependency of external platform as a Risk. If that exists even during Design phase, impact will be more as right after development we may need the access to the external platform to do the validation.

Learn more about Risk Mitigation by enrolling in our PMP® Training. For more details, do click http://goo.gl/MPBy1r