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PROJECT MANAGEMENT INSTITUTE - Mumbai ChapterUnit No. 642, Mainframe 1-B Wing, Royal Palm (India), Aarey Milk Colony, Goregaon (E), Mumbai - 400065Tel. +91-22-28792194 | Website: www.pmimumbaichapter.org | Email Id: [email protected]
Prakalp - PMI Mumbai Chapter JournalVolume 16 - Issue - February 2014www.prakalponline.com
PROJECT GOVERNANCEPROJECT GOVERNANCE
“To be recognized as
the organization of choice by
evangelizing Project Management”.
ßEvangelize project Management
ac ros s indus t ry, academia ,
community and government.
ßProvide a forum for project
management professionals to
promote the principles and ethical
standards of PMI.
ßPromote networking among
professionals, sharing project
experiences and best practices,
imparting training and enabling
PMI certifications.
ßProvide development of leadership
skills among its volunteer leaders,
members and society at large, and
thereby enhancing quality of life.
Disclaimer
The information contained in this magazine represents the views of individual writers on the issues discussed as of the date of this publication. It should not be interpreted as to be a part of commitment on the part of PMI Mumbai chapter and PMI Mumbai Chapter cannot guarantee the accuracy of information presented in the publication
The journal is for information purpose only
PMI MUMBAI CHAPTER MAKES NO WARRANTIES EXPRESS OR IMPLIED IN THIS JOURNAL
Without limiting rights under copyright, no part of this information should be reproduced, stored in or introduced to retrieval system or transmitted in any form or by any means (electronic, mechanical, photocopying, recording or any means) or for any purpose without written permission of PMI Mumbai Chapter. Some data or images in this journal could be registered trademarks or property of respective owners. PMI Mumbai chapter does not claim any rights for the use of same as it is in the office of no profit serving the growth of Project Management across the region complying with all applicable copyright laws is the responsibility of the reader.
CONTENTS
Page 3 President’s Message
Page 4 From the Editorial desk
Page 5 Technical Paper 1
Page 13 Technical Paper 2
Page 20 Highlights of 13th AGM
Page 22 PMIMC Initiatives
Theme:Project Governance
Managing Committee
Saurabh Parikh President
Yagna Boorada Secretary
Amitanand Silva VP - Finance
Mitra Wani VP - Marketing
Sreegith Nair VP - Professional Development
Dr. Sanjay Buch VP - Branches
Jay Raval VP - Volunteer Development
Manoj Sarasappan VP - Outreach
Ahmed Ashfaq VP - Membership
Bharat Bhagat VP - Certification training
V P Shah VP – Governance and Policies
Advisors
Rakesh Gupta
Ramesh Chandra V. Joshi
Editorial Board
Bhavesh Thakkar
Ahmed Ashfaq
Yagna Boorada
Sreegith Nayar
Mahesh Iyer
Mitra Wani
Prakalp - PMI Mumbai Chapter JournalVolume 16 - Issue - February 2014www.prakalponline.com
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Dear Reader
THANK you is not ENOUGH for being associated with us.
As we all move to the new financial year and as the quarter end and year end
comes nearer, am sure you are very busy in your professional life delivering the
projects, programs, portfolios and realizing the revenue thereby trying your best
to not only impact the top and bottom lines of your respective business, but also
adding value to the to the clients (internal and external both), inspite of all these, i
appreciate your time reading this.
In this exciting journey of peaks and troughs, PMI Mumbai Chapter family will
always be there with you, thereby bringing some knowledge sharing gathered
from various experienced professionals like you in this edition.
AGM and Election is all over at PMIMC and I thank you for all your support by
voting the person of your choice. We do respect your choice and as a matured
professional, am sure you have made your best decision thereby electing the right
candidates suitable for the respective VP positions for the two years tenure.
We will start with our new board in the next financial year and we all BOD
members will try our best to maximize all our efforts which are beneficial for the
chapter.
Volunteerism is the CREDO of PMIMC. Our great existing volunteers have done
excellent job this year, on the way they sacrificed their social lives towards
benefits of the chapter which is quite recognizable and appreciable and hats off
to them!!!
My heartiest congratulations to my new volunteer friends who have recently have
become volunteers with PMIMC, am sure with all your help and support, the
chapter will grow further in every measurable parameter. This is an excellent
opportunity to do something different and get engaged into certain challenges
with different flora and fauna.
I, on behalf of PMIMC, welcome you again to an exciting journey of
professionalism.
With Warm RegardsSaurabh ParikhPresident-PMIMC
From the Editorial Desk
Volunteerism is the
CREDO of PMIMC.
Our great
existing volunteers
have done excellent job
this year, on the way
they sacrificed their
social lives towards
benefits of the chapter
which is quite
recognizable and
appreciable and
hats off to them!!!
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Dear Readers
India completed its 64th year of its Constitution on 26th Jan 2014 on continued
improvements in governance of the Nation which created huge opportunities for
an inclusive growth.
With effective governance, India has put its place on global map as one of the
strong nation and likely to be big super power in another two decades of time.
This clearly indicates of our inherent governing practices and this applies to the
effective completion of Projects for achieving the intended objective.
In this edition, Emphasis is placed by our Valued Authors through classic case
studies how stakeholder like Vendors play vital ingredient for the project success
in its maturity value besides demystifying Governance in simple terms for the
seamless execution.
New Governing body of the Chapter has been constituted which has been
highlighted in this edition along with brief outline on Annual General Meeting
held on 15th Feb 2014.
I am sure that the Readers will get benefit from the contents of this edition and
request all to contribute more and more to the Chapter to make it more and more
interesting….
Wish all the Members and their family a glorious year 2014 ahead…
Happy Reading!
Editorial Team
From the Editorial Desk
With
effective governance,
India has put its place
on global map as
one of the strong nation
and likely to be
big super power
in another two decades
of time.
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Paper Abstract
This paper focuses on PPM maturity and Vendor relation maturity for IT industry since its evolution. As author
traverses through the evolution journey, attempts to establish inter relation between PPM maturity and vendor
relationship maturity. The author further proposes to add vendor relation dimension to PPM Maturity Model
and details the vendor relation dimension for each of the maturity levels. Also depicts the changing
governance scenario with vendor relation maturity. The paper provides case studies for higher maturity levels
in support of the combined maturity model. The paper concludes with why the two aspects should not be
looked in isolation and benefits for combined maturity model. The paper also touches upon the road ahead in
near future
Introduction
Along with the evolution of information technology, Project/ Program/ Portfolio Management (PPM) have
evolved and also IT vendor relationship has matured from mere resource provider to strategic partner. PPM
focus has shifted from “doing things right” to “doing right things” and vendor relationships have enabled
organizations to shift from “do it all” paradigm to “focus on core” to drive the business value. This paper
attempts to depict how PPM maturity and Vendor Relation maturity support each other and propose Vendor
Relation as one of the dimension for PPM maturity. The paper extends the PPM maturity model to add this
dimension and details the Vendor Relation maturity and vendor role in governance with PPM maturity levels. It
also touches upon road ahead.
History
Since the beginning of Information Technology (IT) era organizations have focused on having right processes in
place to better manage operational work and new initiatives termed as projects. In Y2K “staff augmentation” or
in crude terms “body shopping” became popular, vendor staffs were mere brought in as extension to existing
staff for low end tasks. Post Y2K, off-shoring started picking up and chunks of work were executed by vendors in
on-site/ offshore models necessitating a more structured project management approach for outsourcing
chunks of work.
As off-shoring model stabilized, entire technical projects were contracted to vendors, thus shifting the onus of
project management onto the vendor. With .com boom newer ways of conducting business came up, hence
project expanded from IT part to the business aspects and vendors moved up the value chain as well getting
into business requirements gathering, implementation& support. As tracking and monitoring projects,
programs, resource allocation, and asset utilization became important; a separate Project Management Office
(PMO) evolved as a support function.In order to include vendor skilled resources and assets in planning,
stronger vendor relation was called far.
Post the .com bubble burst, survival became a concern for many and focus shifted on cost savings and
improving core business using customer relation solutions and enterprise solutions. With Globalization, off
shoring became easy and apart from IT other back office work, routine call center operations, customer
Looking Beyond Traditional Project Governance:
Getting it right for your organizationBy Darshana Padghane, PMP
Arun Vasudevan
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Prakalp - PMI Mumbai Chapter JournalVolume 16 - Issue - February 2014www.prakalponline.com
support etc more complex Business Processes Outsourcing (BPO) started. Also in bid to save cost entire
production support, maintenance services, were outsourced. This necessitated more matured ways of
measuring the services; Service Levels Agreements (SLA), Operational Level Agreements (OLA) came into
picture. This paved way for more matured PMO office.
Current Scenario
Currently in the industry organizations are focusing on optimization along with cost, organizations are
exploring newer opportunities like Data Center Consolidation, Infrastructure Optimization etc. Business
process outsourcing (BPO) has matured to Knowledge Process Outsourcing (KPO) whereinmore complex data
analysis work and reporting required. With optimization focus, prioritization of projects/ programs within
portfolio became important and PMO matured from a support function to advisory function.
As organizations want to focus on core business and outsource the rest, they found themselves working with
too many vendors. Vendor Consolidation or Service Integration has become the need of the hour.With IT
companies getting into consulting space and product companies / business consulting companies getting into
IT and related services, there are more players in the market providing high end services. With organizations
partnering with such high end vendors, outsourcing host of IT & related services, vendors are now getting into
advisory mode. The models are changing and some organizations are looking at vendors as Center of
Excellence (COE) for technical, functional and in some cases even PM. Vendor is becoming integral part of
PMO with active role in tactical & strategic decision making
There is shift seen from cost optimization to business value creation and vendor is looked as extended partner.
The technology backed solutions offered by vendors like big data, analytics etc. are enabling enterprise wide
view, and enabling PMO’s to further expand their horizon and look at project portfolio across the entire
organization, clearly Enterprise wide PMO (EPMO) is the upcoming wave.
PPM Maturity Model
As we have seen historically and even current scenario how vendor relation maturity has been driving
maturity of project, program and portfolio management and how PPM maturity in turn have facilitated deeper
vendor relationships. Hence instead of looking both in silo’s author propose to include vendor relation as
additional dimension while looking at PPM maturity. After looking at various process maturity and PPM
maturity models available in the market, widely popular Gartner maturity model is selected which looks at
maturity in organizational context. Gartner’s PPM
maturity model is based on five dimensions namely
People, PPM Practices and Processes, Financial
management, Technology and Relationships.
Author herewith proposes to have a vendor-
relation as additional dimension and delve deeper
into how the model can be extended to include it.
Also details on vendor role in governance at each
level. Following diagram depicts the Vendor
Relation Maturity in relation to PPM Maturity and
changing governance scenario.
StrategicPartner
IntegratedPartner
ManagedService
Provider
ServiceProvider
ResourceProvider
CostSaving
Level 1
Level 2
Level 3
Level 4
Level 5
RelatiohshipFocus
Governance
Co-Innovation
Completelyoutward
DriveEqually
FullyEngaged
PartlyInvolved
VendorInformed
None
CompletelyInward
Reactive EmergingDiscipline
InitialIntegration
EffectiveIntegiation
EffectiveInnovation
Project, Program, Portfolio Management Maturity
Ve
nd
or
Re
lati
on
Ma
turi
ty
Figure 1: Vendor Relation Maturity vs. PPM Maturity
(Source for PPM Maturity Levels: Gartner: ITScore Overview for Program and Portfolio Management,2012, Published: 17 April 2012 Analyst(s): Lars Mieritz, Donna Fitzgerald)
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Following is the detailed description of each level with specific details on vendor relationship and vendor
engagement in governance at each level:
Level 1:
PPM Maturity - Reactive: At level 1, the project management processes are used need basis specifically for
critical / big IT projects. The projects are usually in-house within specific function or department. There is no
dedicated focus on cost or scope tracking. Tools are generally limited to spreadsheets.
Vendor Relation Maturity - Resource Provider: Author has observed that parts of projects are outsourced in
staff-augmentation mode; vendor staff is part of extended project team. The vendors are mostly engaged due
to lack of resources within organization, time crunch.
Vendor role in Governance - None: The project governed completely within the organization mostly by an in-
house project manager; vendor in staff-augmentation mode may not play any role in project management.
Level 2:
PPM Maturity - Emerging Discipline: At level 2, there is massive swing from “anything goes, get it done” to very
process driven environment. Project discipline is established and dedicated project teams & collaboration
between various team is possible. Investment in Project Management tools is seen. Basic PMO established,
financial planning, capacity planning etc is rudimentary, portfolio management is weak.
Vendor Relation Maturity - Service Provider: At this level, author has observed that services like development,
testing, support are the primary consideration. The vendor staff usually works in staff-augmentation mode to
support requirements gathering, project management, project implementation & support, operations. As cost
reduction is main objective entire technical projects is outsourced and supported by well-defined processes.
Off-shoring capabilities of vendor are leveraged to lower the cost further, but onsite-offshore model
considered
Vendor role in Governance - Informed: Project governance includes cost & schedule tracking, decisions on
scope, cost, technology, architecture etc. retained within the organization. The vendors are informed on the
project delivery process as they need to align their processes to that of organization. They are also informed on
project decisions impacting them, their inputs may be considered for decision making but may not be involved
in actual decision making.
Level 3:
PPM Maturity - Initial Integration Discipline: At level 3, portfolio management starts holistic view for
investments, benefits, across functions are made jointly. Need for portfolio management tools to provide
visibility & transparency. Harmony between various organization functions for projects & programs
established, but lack sophistication in portfolio management practices.
Vendor Relation - Managed Service Provider: At this level, vendor relation is matured to outsource entire IT
services like application maintenance/support, implementation support; production support etc. in managed
services mode; vendor partners in enterprise solution implementation. Offshoreonly projects are considered.
Service level agreements (SLA’s); operational support agreements (OLA’s) and risks sharing considered in
vendor contracts. Managed services extended to business operations (BPO) as processes mature. Focus shifts
from cost arbitrage to process improvement & optimization. Master agreements are negotiated with vendors
providing multiple services.
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Vendor Role in Governance - Partly Involved: Portfolio governance remains within organization but vendors
are involved in governance of programs and services. Vendors are usually made accountable at operational
level and involved in tactical decision making. Vendors may not be engaged at portfolio level decisions but are
informed of the same so that they can plan ahead. Vendor aligns their project management processes and tools
with the organization
Level 4:
PPM Maturity - Effective Integration: At level 4,the enterprise begins to focus on being project-capable; benefit
realization is tracked; centers of competency for better workload management. Portfolio management is well
established; portfolio optimization looked at and starts looking at effective strategy execution.
Vendor Relation Maturity - Integrated Partner: At this level, vendor relation matures to integrated partner level
and is considered extension of the organizational logical unit. The vendor selection is of utmost importance
here as vendor plays a very crucial role in building & delivering value. Business value creation, i.e. co-creation
along with vendor is prime focus. Vendor contract & agreements are far more sophisticated and based on
business outcomes. As vendor is engaged across the organizational logical unit, vendor can come up with
untapped optimization opportunities. Instead of building in-house center of excellence (COE), vendor’s COE’s
are leveraged. Vendor knowledge base and experience are leveraged for newer opportunities to deliver more
business value.
Vendor Role in Governance - Fully Engaged: Vendor is engaged at all aspects of portfolio governance, although
final say on portfolio decisions still retained within organization. Vendor is made equally accountable for
program benefit realization. Business Strategy shared with vendor and based on which vendor provides
roadmaps. The PM processes are mutually agreed and help smooth functioning and better governance.
Integrated portfolio/ project management tools are considered to provide transparency at all levels.
Level 5:
PPM Maturity - Effective Innovation: At level 5, Enterprise Portfolio Management (EPMO) focus is innovation is
continuous process; change management and communication are core capabilities.An enterprise PMO
oversees strategy execution.
Vendor Relation Maturity – Strategic Partner: At this level, vendor relation maturity is at strategic partner level
to get most from vendor already at integration partner level. Vendor invest in research and development to
come up with innovative solution, co-innovation is focus. Vendor experience, knowledge base & expertise are
tapped in ways never explored before and newer business ideas come from vendors as well. External / internal
environment changes are monitored by vendors. At the same time vendors are given complete visibility and
access within organization. Contracts enable equal stake from vendor,revenue/loss sharing model are
considered.
Vendor Role in Governance - Drive Equally: Governance of strategy implementation and enterprise portfolio is
done along with vendors. Table top governance model adopted wherein vendor has equal say in decision-
making at all levels. There is seamless integration of processes and tools for open & transparent governance.
Vendor inputs can be considered for strategy formulation.
Following table summarizes the various PPM maturity levels, vendor relation maturity at each level and vendor
role in governance at each level:
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Case Studies:
As PPM Maturity Levels 1 through 3 is widely common and many organizations have already established
PMO’s and have vendors managing some services or the other, I would like to focus here on Level 4 & Level 5.
Level 4: Passport Seva Project (PSP)
As part of National e-Governance Plan - the Passport Seva Project (PSP) - a Mission Mode Project which aims
“to deliver all Passport-related services to the citizens in a timely, transparent, more accessible, reliable manner
& in a comfortable environment through streamlined processes and committed, trained & motivated
workforce”. As part of Master Service Agreement (MSA), Service Provider is responsible for software,
hardware, infrastructure for passport system, sets up physical infrastructure for Passport Seva Kendra’s (PSK’s),
provides maintenance and support as well as operations staff to support PSK’s and set up and runs Call Center
Level PPM Vendor Relationship Vendor Role in PPM GovernanceMaturity Levels Relation FocusLevels (Gartner) Maturity
1 Reactive Resource Cost Reduction None :Provider No Involvement in Project Governance
Provide inputs to Project reports as required
2 Emerging Services Cost Arbitrage Informed : Discipline Provider Oversee Projects, Operations
Project, Operational Reporting as per PM ProcessesInformed on Process, Business Decisions related to Project
3 Initial Managed Optimization Partly Involved : Integration Services Oversee IT/ Business Operations, Project Programs
Provider Operational Decision MakingInvolved in Tactical Decisions makingConsulted for financial decisionsInformed on business plansReporting on SLA / OLA / Y-O-Y improvements and Project / Program MetricsProject Management Process & Tool synchronized
4 Effective Integrated Co-Creation Fully Engaged : Integration Partner Oversee Programs and participate in Portfolio governance
Part of various Portfolio Governance CommitteesInvolved in Financial Decision makingInformed on business strategy Provide IT Roadmaps based on Strategic decisionsIntegrated Process & ToolsReporting on Business Benefits & Value added
5 Effective Strategic Co-Innovation Drive Equally: (Tabletop governance )Innovation Partner Oversee Portfolio at Enterprise level (EPMO) alongside
Drive Enterprise Strategy Implementation Equal say in Financial Decision MakingPart of various BoardsProvide Inputs for Strategy Decisions Seamless integration of Processes & ToolsMarket Predictions & Forecasting Trends for Strategy Formulation
Chart 1:PPM Maturity with Vendor Relation Maturity and its role in PPM Governance
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and supports grievance handling. Also includes organization change management and communication,
training. It also included obtaining ISO certification and compliance to service level agreements (SLA’s). The
Project runs on the Build-Own-Operate-Transfer model wherein the initial investments are by the private
partner. There is minimal investment from the Government. As per the final agreement with service provider,
they will recover its cost through Service Charge per passport based on volumes and subject to 27 stringent
service delivery levels.
Observations:
Vendor is seen as integrated partner providing bundled solution. Apart from IT solution, vendor is overseeing
infrastructure setup, call center support, grievance handling cell.
Although it is outcome based model, it is build-own-operate-transfer model and vendor involvement is
specific to program.
Focus is co-creation here wherein organization is providing the functional knowledge and driving the business
strategy and vendor is helping in IT-enablement and setting up & running of PSK’s.
Dedicated PMO is setup to oversee various aspects of program and matured SLA’s, OLA’s identified & tracked
for development, implementation, operations, customer services & service improvement initiatives.
The governance structure is multi-level wherein executives from the Local Passport Office (LPO) / PSK,
Regional Passport Office (RPO) and Chief Passport Officer (CPO). From vendor side Local Project Manager,
Regional Program Manager, Program Director and Senior Management involved.
Vendor fully engaged in PMO activities; operational & tactical decisions taken up by vendor but strategic
decisions retained with government officials.
Level 5: Scandinavian Airlines (SAS) selects Strategic IT Partner
Leading IT services, consulting and business solutions organization, announced that it has been selected by
SAS, Scandinavia's leading airline, to help transform and optimize its IT processes, applications and
infrastructure. It will implement its proprietary cloud-based solutions to simplify and standardize the SAS IT
landscape. The initiative is a part of the SAS “4 Excellence Next Generation” strategy, aimed at improving the
competitiveness of the SAS Group. Through this partnership, SAS will also tap into its Aviation and Digital
Innovation Labs to develop solutions addressing the needs of the new digital consumer.
Observations:
Vendor is seen as Strategic IT Partner and would be implementing the IT Strategy for the organization.
The key focus here is co-Innovation wherein research & development from vendor is prime expectation.
The cloud based solutions will help in IT & infrastructure consolidation & business process optimization thus
enabling cost reduction & optimization.
The innovative aviation and digital solutions will help in enhancing the existing business and exploring &
tapping of newer business opportunities.
Table top governance model is ideal in this situation wherein,representatives from both sides will take
decisions in strategy execution.
Robust PMO setup required to oversee program prioritization, strategy alignment, program monitoring
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andtracking benefits realization.
Conclusion
As organizations seek to continuously improve, the PPM maturity provides the necessary backbone to support
it. Vendor relationship maturity should be one of key dimensions considered for PPM maturity along with other
dimensions so that journey of transition from one level to next level is smooth and provide exponential
benefits. In today’s market many organizations have reached level 3 in most dimensions of PPM maturity and
even matured to level 4 or even level 5 in few dimensions but they are unable to fully drive the business value
and innovation, as they may have ignored maturity in vendor relationship maturity. On the other hand many
organizations have progressed on vendor relation maturity but are not able to get the expected value from their
vendors even with most capable vendor as the underlying framework to support the same is missing as PPM is
not mature enough. There also have been few instances of joint research, innovations, joint IPR etc. where-in
they have partnered with vendors but organizations are not able to take it forward and realize business benefits
envisaged as vendor partnership is restricted to IT and solution identification and development. Thus both
PPM Maturity and Vendor relation maturity are critical and a combined maturity approach should be followed.
Road Ahead
With newer technology trendsMobility,Social Media, Cloud, Big Data and Analytics which are driving business
to explore newer ways of doing business; organizations have to come up with more innovative solutions to
retain and tap newer opportunities. With vendor as research partner in co-innovation and vendor’s vast
experience in domain, geographies, markets, they will move into “Trusted Partner” role working alongside in
organization transformation journey.The Enterprise PMO is currently in nascent stage, it will further mature
and become powerhouse of enterprise with “Effective EPMO”, and the functions of EPMO will completely
integrate with corporate functions. With dynamic market and ever changing business models the
organization’s agility and being nimble in adapting to newer process, business models will be of utmost
important. Effective transformation of organization to change & adapt will be a key focus. Strategy formulation
itself will become integral to the EPMO and scope expands to Corporate Governance, Corporate Ethics, and
Social Responsibility. Ethical, Social dimensions will be added to business strategy formulation and
implementation along with existing dimensions.
References:
Online References:
ITScore Overview for Program and Portfolio Management, 2012, Published: 17 April 2012, Analyst(s): Lars
Mieritz, Donna Fitzgerald
http://www.thorpnet.com/
Gartner PPM Maturity Model and EPM WorkEngine- A Roadmap to EPM Successby HeatherChampoux-
Rayner on 8/8/2010 9:19 PM
P a s s p o r t S e v a P r o j e c t ( P S P ) c a s e s t u d y d e t a i l s c a n b e f o u n d a t
http://www.tcs.com/news_events/tcs_news/Pages/e-governance-initiative-National-e-Governance-Plan-
Passport-Seva-Project-PSP.aspx
S c a n d i n a v i a n A i r l i n e s c a s e s t u d y d e t a i l s c a n b e f o u n d a t
http://www.tcs.com/news_events/press_releases/Pages/Scandinavian-Airlines-SAS-TCS-Strategic-IT-
Partner.aspx
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Book References:
Organizational Project Management Maturity Model (OPM3), Second Edition by Project Management
Institute © 2008 (202 pages)
The Complete Project Management Office Handbook, Second Edition by Gerard M. Hill, Auerbach
Publications © 2008 (750 pages)
Enterprise Project Governance: A Guide to the Successful Management of Projects Across the Organization by
Paul C. Dinsmore and Luiz Rocha, AMACOM © 2012
Project Governance: A Practical Guide To Effective Project Decision Making by Ross Garland, Kogan Page ©
2009
Enterprise IT Governance, Business Value and Performance Measurement by Nan Si Shi and Gilbert Silvius
(eds), IGI Global © 2011 (300 pages)
Project Management Maturity Model, Second Edition (PM Solutions Research) by J. Kent Crawford
Advanced Project Management: Best Practices on Implementation, Second Edition by Harold Kerzner, John
Wiley & Sons © 2004 (864 pages)
IT Outsourcing: Concepts, Methodologies, Tools, and Applications by Kirk St. Amant (ed)
Business Strategy and Applications in Enterprise IT Governance by Wim Van Grembergen and Steven De Haes
(eds)
Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed by Gerald I. Kendall
and Steven C. Rollins, J. Ross Publishing © 2003 (434 pages)
About the Authors
Darshana is PMP Certified Professional with over all 13 + years of IT experience
with 10+ in TCS. She has extensive Program/ Project Management Experience and
successfully managed strategic programs / projects of varying sizes involving diverse
teams in a multi-vendor environment for client in PMO role. She is recognized as
high performing individual within TCS and completed Leadership program (Pragati)
and Level 2 Consulting Program.
She can be contacted at [email protected]
Arun has over 15 years of experience in areas of Business research, management
consultancy and policy research. He has lead and executed consulting and research
engagements across different industries – Energy & utilities, Aerospace & Defense,
Pharmaceutical. His work spans across various aspects of competitive market
development, competitive market analysis, PEST analysis, market entry strategy,
strategy review and program managed transformation initiatives.
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Introduction
Governance is nowadays a buzz word with lot of companies embracing it and using it to manage projects and
portfolios. And, Portfolios are becoming a norm and a rule where they are initiated to achieve some strategic
goals of the business.
There arelot of initiatives undertaken to achieve some strategic goals to help organizations succeed in the
marketplace. Managing the portfolio with the numerous stakeholders spread across the globe, adds to the scale
and complexity of portfolios. The demand for portfolio managers is ever increasing as it one of toughest things
to execute. This paper is going to discover some basic concepts and demystify the secret of managing the
portfolio.
However, with the dynamic changing business scenario, has any organization got it right? Do they understand
why we need governance in portfolio environment? How can governance help for portfolio – will it help better
or worse for the new initiatives undertaken? Well, the answer may not be easy if they do not know what is
governance? Or these organizations understand what a portfolio is supposed to do. Or maybe they do not have
to worry about these lexicons and jargons and rely on their experience and their guts. I would disagree as I
believe these terms matter and in turn, help to demystify the governance in portfolio environment and
ultimately, help to achieve you the strategic goals.
This paper deals with decoding the governance and portfolio terms and thereby, demystifying the governance
in portfolio. This paper will further illustrate governance model and the key components in a portfolio. To
prove a point, this paper uses software as a technology enabler and this software can be presented live to the
audience as part of the paper. This paper will in the end, summarize how governance works in a portfolio.
What is Governance?
Governance is a loosely used term much like project management, if I may say so. Governance is different to
different people. If you happen to ask some ten people to define the term "governance," you will most likely get
different answers and perhaps you may not get an answer!
Governance is one of those terms which "everyone knows" like project management, until you try to reduce it
to a few simple sentences. We will start with a solid understanding of governance in general; then we'll move
confidently to the subject of governance specifically limited to the context of portfolio management.
The word governance derives itself from the Greek verb kubernáo which means to steer. The other dictionary
meaning of governance is “method or system of government or management”
Hence, the governance if used in the context of portfolio means to steer the portfolio towards its achieved
goals. And therefore, to understand the governance in the realm of portfolio we need to understand what isa
portfolio and its goals.
What is a Portfolio
Portfolio again is a loosely used term. Portfolio as many would equate with programs or use it interchangeably
with programs. Portfolio from a PMI perspective has a very simple definition that it is a collection of projects
and programs.
Demystifying Governance in a PortfolioBy Ashish Sadekar
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A typical illustration of portfolio is:
If you own more than one security, you have an investment portfolio. You build the portfolio by buying
additional stocks, bonds, mutual funds, or other investments. Your goal is to increase the portfolio's value by
selecting investments that you believe will go up in price.
According to modern portfolio theory, you can reduce your investment risk by creating a diversified portfolio
that includes enough different types, or classes, of securities so that at least some of them may produce strong
returns in any economic climate.
In a non-financial business context, projects and initiatives are the instruments of investment. An initiative, in
the simplest sense, is a body of work with:
• A specific (and limited) collection of needed results or work products.
• A group of people who are responsible for executing the initiative and use resources, such as funding.
• A defined beginning and end.
Managers can group together a number of initiatives into a portfolio that supports a business segment, product,
or product line.
These efforts are goal-driven; that is, they support major goals and/or components of the enterprise's business
strategy.
Managers must continually choose among competing initiatives (i.e., manage the organization's investments),
selecting those that best support and enable diverse business goals (i.e., they diversify investment risk). They
must also manage their investments by providing continuing oversight and decision-making about which
initiatives to undertake, which to continue, and which to reject or discontinue.
Portfolio management is about choices. These choices, as applied to organizational initiatives, affect (among
others) the degree to which the business (or agency) will be successful in meeting the strategic goals it has set in
its enterprise business strategy (or mission statement).
Connecting Governance to Portfolio
What is, then, the connection between the subject of this article -- governance -- and the space of portfolio
management for initiatives or projects?
In the previous section, I noted that:
Managers can group together a number of initiatives into a portfolio that supports a business segment, product,
or product line (or some other segmentation scheme).
And that:
They (the managers) must also manage their investments by providing continuing oversight and decision-
making about which initiatives to undertake, which to continue, and which to reject or discontinue.
It seems that, given our definition of governance, most organizations have already taken care to institute such a
function by appointing managers and giving them authority to manage their initiatives investments. Right?
Well, not entirely.
Managers do not exist in isolation. They are part of either a business or governmental entity -- that is, a
corporation or a government agency. These are legal entities. As part of their operation, they define and
authorize certain policies, and delegate the authority to implement them. Further, corporations and
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governmental agencies have duties and obligations, and (in varying degrees) are regulated.
In recent years, we have seen some spectacular corporate and public accountancy failures, ethical violations,
and illegal actions, as reported in the press. We have also seen new laws (e.g., Sarbanes-Oxley) that provide for
substantial penalties related to the implementation and use of internal controls for financial reporting. It is
within this context that calls for "better governance" have originated.
Simply installing managers and giving to them authority to "manage" their investments in initiatives is no longer
considered going far enough to provide better governance. Worse, simply installing managers and granting
them authority may result in a variety of standards and practices applied to the organization's initiatives, and to
the assessment of their continuing value. The variety of standards and practices may (by design or
inadvertently) expose the organization to risk as a result of poor information reaching the executive level as an
input to enable effective oversight.
It is necessary, then, to create some mechanism for governance that will provide a framework for action, for
information, and for decision-making as it affects initiatives. These initiatives are created to enable and to
achieve the goals of the organization, and are organized into portfolios for management and control.
Portfolio management is concerned with effective, timely, and continuing investment decisions about
initiatives that enable goals and goals components of the enterprise business strategy. Portfolio management
governance, on the other hand, is both the structure and the exercise of authority for the initiatives and the
portfolios within the portfolio management domain, which defines and enables decision-making, assesses
metrics on initiatives value and alignment with business strategy, and is responsible for effective and legitimate
oversight for the contributions to business success of these initiatives and portfolios.
The next topic will elucidate the proper framework for governance to achieve the portfolio goals.
Governance Model
Governance, as applied to business or governmental operations, is hardly an entirely new idea. Corporate
entities generally put in place a structure that consists of a board of directors, an executive office of a chief
executive officer (CEO), and a number of senior "CX"-level executives: chief financial officer, chief counsel, and
so on. This structure, with its defined roles (and their incumbents), provides the general or overall governance
that drives the business direction of the corporation.
Beyond that general governance, there is the need for exercising specifically focused governance activities. For
example, a corporation engages in a number of initiatives and efforts that require the expenditure of large
capital sums. The goals, the justification, the expected returns for proposed initiatives and efforts must be
thoroughly examined (and approved). These must be in the best interest of the enterprise and also conform to
applicable laws and regulations.
Accordingly, those who exercise general or overall governance will create permanent (or temporary) entities or
functions. Specific or focused authority to exercise an aspect of governance is delegated to these entities or
functions.
In this example (initiatives that require the expenditure of large capital sums), an investment review board is
created as part of the overall governance structure of the enterprise to review and approve proposals to spend
significant capital sums.
This concept of specific or focused authority -- applied to govern the application of portfolio management to
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the organization's initiatives -- is where discussion ensues as to "how" this mechanism must operate and "who"
must operate it.
Typically, the enterprise has determined to make use of the discipline and its practices of portfolio management
as a means to ensure the alignment of new and ongoing initiatives with the business strategy and direction.
Portfolio management is also seen as a vehicle for providing improved insight and oversight into the initiatives
contained within the portfolios.
In order to ensure that the proper results from an adoption of portfolio management are obtained, authority is
delegated, entities or functions are created, and policies and practices are developed and implemented.
Additionally, roles and responsibilities are defined and filled, and decision-making rules and powers are
identified. In other words, we establish portfolio management governance.
The work of defining and establishing portfolio management governance does not proceed as an isolated
effort. Rather, it is part of a larger work effort, which deals with:
• Identification of organizational needs around initiatives and investment.
• Determination to adopt portfolio management as an organizational process.
• Understanding of the organizational readiness to embrace portfolio management as a discipline.
• Construction of a roadmap for adoption of portfolio management.
• Execution of multiple, parallel workstreams that complete various adoption initiatives.
• Oversight and continuing control and adjustment to refine the work effort to achieve the defined success
components.
The exercise of portfolio management governance must proceed from some shared vision of what governance
is, together with its role, its aims, and its expected results. At a practical level, this vision must align with the
realities of the corporate culture and what is possible within that culture.
To cite an example, one of the big portfolios I had managed revolved around introducing Business Intelligence
solutions for a large telecom company. The strategic goals were very simple to exceed the target in the fierce
competitive telecom world and increase the market share. We had to study the telecom industry and come out
with the right business intelligence solutions for the company. This telecom company had 40 circles with 40
heads managing P & L units reporting to equal number of competent managers cutting across different
verticals. We quickly realized that developing the right business intelligence solution was not the only work to
do but how we use the governance framework which can be adopted by different stakeholders and
subsequently, how the users will adopt the solution will make the difference of the goals being achieved. All the
above points of making a right governance model, with a complete roadmap were undertaken. A top executive
in the ranks of president was overseeing the entire execution of the portfolio and any oversights was reported
and due action was immediately taken. An overseeing executed committee to have regular interaction with
portfolio manager was constituted. Various adoption initiatives and their scorecards were developed and
reported on. Truly, the governance was adopted as an organization process to make the portfolio work.
Regardless of the selected technique or artifact, clarity around what decisions are made and who is authorized
to make (and to review or validate) them is an essential component in our portfolio management governance
mechanism.
To summarize, key components of a strong governance model are:
• A set of governance principles
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• A governance framework or structure
• Controls implementation that enables and sustains an oversight capability
• Definition of decision-making authority
• Ensuring the legitimate exercise of authority and decision-making
• Identification of needed enabling and sustaining functions, and governing roles and responsibilities
The next section will deal with how technology can act as a key enabler and can be game changer for
governance in portfolio.
Technology as key enabler
Today, the technology plays a major role in our lives. I can easily state that technology has become necessity in,
and for our lives. In fact, we cannot survive without technology. For instance, mobile is an essential part of us
and is a key enabler to do our work in a day. Similarly, technology will play an important role for governance of
portfolios and projects.
Technology offers a lot of benefits but would like to point the most important 2 in this paper
Consolidation of Portfolio – the software helps to integrate the many programs and projects for the portfolio.
This can prevent scattering of data across multiple projects and hence, aid in decision making process. Further,
isolated chambers of data are abolished and you have integrated data stop where everything related to
portfolio or projects can be found at one single place. It helps to create the governance model and the
hierarchy & reporting structure blend seamlessly to enhance the probability of meeting the objectives.
Analytics Powerhouse - One of the major challenges which can inhibit the performance of portfolio is to
present the data as required by different stakeholders, and further forecast the key trends arising out of the
same which will give indicators about goal achievements of portfolio. The ability to unify these data & further
slice and dice the data to help the stakeholders take a decision is one of the key criteria for successful
governance. A simple example can be the variances against the planned and actual effort at every task level for
every project and program and rolled up to a portfolio level; which is reported by each hierarchical level in the
organization.
I believe it can be best expressed when seen or demonstrated as the technology would be true enabler for
achieving the strategic goals of portfolio.
Screenshots
Cross Project Portfolio View indicating variances metric
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Typical Challenges
Having now connected governance with Portfolio, it is never easy to implement the governance in practical
scenarios. You come across myriad challenges and with repetition and efficiency; you get better at establishing
the right way of governing the project. And to contradict my earlier statement, there is no “right” way of
governance and cannot be replicated in other portfolios. What best can be replicated can be the frameworks or
mechanism to implement the governance.
The typical challenges you can expect in governing a portfolio initiative can be summarized below.
âOpportunities are missed, or a correction is not applied, because lack of decision-making abilities results
in time-consuming meetings, discussions, and escalations.
âMetrics and measurements are not defined and validated
âLack of availability of Time to make effective decision making.
âScattered data across different projects and no consolidated view of the data
âStandardization of Processes, Templates and even Methodologies
âCustomer Culture and their understanding of project governance
Sometimes, the essence of time is not understood well as the context for the portfolio is not well understood.
For example, in a pharma industry for a new product launch, the end date is very important and the earlier you
target the market the better sales you can have. The Sales of the new product typically are the highest in the first
few months till a competitor comes and flattens your share. And for big pharma companies, with large scale,
numerous stakeholders and complexity of portfolios, the decision making typically is lethargically slow. It is
slow because there is no structure or framework which results in lack of decision making. The data is scattered
across projects, different individuals in isolated chambers, absolutely no metrics and validations, makes
governance extremely difficult. This obviously results in lack or no decision making and delay in timelines and
further, non-achievement of your portfolio goals.
One other typical challenge is customer culture. This is very important for a portfolio manager to implement
the proper framework. Culture is specific to a company, to an industry and to geography. For example, putting
the same governance framework in Telecom Company and a government company will not work. Their
cultures are diametrically opposite, i.e., telecom is an aggressive industry and government is a risk averse
industry. The way a telecom manager will respond to a situation will be completely different to a government
project manager will respond. The geography also influences the decision making process and thereby, the
mechanism or structure for governance in portfolio also undergoes significant changes.
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As a manager, you need to be aware of these different paradigm shifts to get the right framework or governance
models. And the right mechanism or the framework is the first and key stepping stone to achieve your set target
of strategic goals.
Summary
Portfolio management is concerned with effective, timely, and continuing investment decisions about
initiatives; which enable goals and goals components of the enterprise business strategy.
This definition contributes elements to a completion checklist to see if our effort to establish portfolio
management governance has been successful. That contribution is that we are concerned that our efforts be
effective, timely, and continuing.
The portfolio management governance effort must first deliver the mechanisms and components to define, to
adopt, to use, and to assess that these qualities of effectiveness, timeliness, and continuity are achieved.
Additionally, the governance effort must then ensure that these mechanisms and components are applied, and
(when needed) adjusted and corrected.
Effective decision-making implies that the right decisions are made rightly. Our governance mechanism
identifies types of decisions and who may make them. Moreover, it will provide the processes to reach such
decisions together with the feedback mechanisms to ensure that the processes are correctly and completely
applied.
Decisions are timely when they can be successfully applied to an existing situation -- that is, before events carry
an organization on beyond either acceptance or correction of that situation. The achievement of decisions in a
timely fashion depends in part upon clear, well-established lines of authority and a clear statement of who
decides. Often in organizations, opportunities are missed, or a correction is not applied, because a lack of
decision-making clarity requires time-consuming meetings, discussions, and escalations. In many situations,
that time is simply not available.
Portfolio management governance provides the elements of continuity, adjustment, and evolving relevance,
which is necessary if an organizational process is to continue to be used. With the right use of technology, the
returns can be significant.
The return on the effort to establish portfolio management governance is significant and well worth the effort to
incorporate as part of an overall adoption of portfolio management in your organizational process.
About the Author
Ashish Sadekar is extremely passionate about project and program management
and aspires to be a thought leader in the project management space. He is an
accomplished public speaker, writer and a coach and has been invited to top Project
Management forums. He has executed projects and programs across the breadth
and depth of technology, especially in ERP, CRM and BI & Analytics space.
He can be contacted at [email protected]
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Yagna Boorada
Secretary, PMI Mumbai Chapter
13th Annual General Body Meeting of the Chapter was held
on 15th February 2014 at Hotel VITS, Mumbai at 6.0 PM.
Hon’ble Secretary, Mr. Yagna has welcomed all the chapter members on the unusual rainy date sparing their
personal time for the AGM and set the agenda by inviting Chapter President Mr. Saurabh Parekh for the
evening to transact various activities pertaining for this event.
Chapter President in his opening key note address presented the glimpse of overall events held throughout the
year at various locations and branches which includes ‘ PM Conclave 2013’ and Student Event’ Ideate 5.0’
The Major Issues deliberated were
a) To Read and Confirm the minutes of the last Annual General Meeting held on 5th Jan 2013
b) To Receive, Consider and adopted the Audited Statement of Accounts of Project Management Institute,
Mumbai Chapter for the Financial Year April 2012 to March 2013
c) To Appoint new Auditors for the next financial year, if necessary
In principle, Chapter Members have accepted the proposal and Board will formally approve the same.
The other important agenda of discussion during this meet was to announce the Election Results of the vacant
positions and felicitating Volunteers for the priceless contribution in improving the contribution
1. Conduct of Elections for Vacant Posts of BOD due to expiry of the Term:
President appointed Election Committee comprising of Mr. Satish Dhoiphode as Chairman along with
Ms. Roopali Shrivastav and Ms. Darshana Purbey to oversee the Election process of Vacant Posts due to
expiry of term or due to separation as per bylaws of the Chapter.
Vacant Posts available at the time of announcement of Election Date:
1) Secretary
2) Vice President – Finance
3) Vice President – Certifications and Training
4) Vice President – Professional Development
5) Vice President – Branches
6) Vice President – Outreach
7) Vice President – Volunteer Development
Except the post of Vice President, Volunteer Development all other positions were having single nominations
and declared elected. In case of position for Vice President – Volunteer Development, two nominations were
Highlights of 13th AGM of PMI –Mumbai Chapter
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received and it had undergone online Electoral Voting Process. 258 Chapter Members participated in the
Electoral Process. Mr. Jay Raval was polled with 157 Votes and Ms. Darshana Padghane with 101 Votes. As
Such, Mr. Jay Raval was elected as VP – Volunteer Development.
With the above Process, New Committee Members of the Chapter are listed below which will be effective
from 1st April 2014 on expiry of the current term:
President Mr. Saurabh Parekh
Secretary Mr. Yagna Boorada
Vice President - Finance Mr. Ketan Vyas
Vice President – Certifications and Training Mr. Bharat Bhagat
Vice President – Professional Development Mr. Sreegith Nair
Vice President - Branches Mr. Oscar D Souza
Vice President - Outreach Mr. Manoj Sarasappan
Vice president – Volunteer Development Mr. Jay Raval
Vice President - Membership Mr. Ahmed Ashfaq
Vice President - Marketing To be Nominated
2. Felicitation of Volunteers
PMI – Mumbai Chapter runs effectively on the thankless job of Volunteers who takes their time off from their
busy work schedule to devote their valuable time for ensuing the success of chapter.
The Chapter felicitated to all the 74 Nos active Volunteers and 73 Nos Speakers at various PMP Club meets
with Certificate of appreciation and Momentos to all the contributors in the following areas
a) Functioning of Chapter including BODs, Committee members, Branch Development, Training etc.
b) Advisory Role
c) Upgradation of material from PMBOK 4 to PMBOK 5
d) PM Conclave 2013
e) Elections
f) Speakers
g) Chapter Development including Student Chapter
In order to encourage more and more volunteers for widening the base and spreading the awareness of PM
Principles, the Board has felicitated the following members with special Awards as below:
Volunteer Name Award Category
Anandkumar Subramaniam Volunteer of the Year 2013
Yagna Boorada Volunteer Excellence of the Year 2013
Minaxi Vaishnav Volunteer Excellence for Ahmedabad Branch Program 2013
Ahmed Ashfaq Volunteer Excellence for Membership Program 2013
Nimish Panchal Student Volunteer of the Year 2013
Rohan Gupta Student Volunteer Excellence of the Year 2013
The Entire AGM ended with good networking opportunities and Dinner at 10 PM.
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Location
Mukesh Patel
school of
Technology
Management and
Engineering, Ville
Parle, Mumbai
Wellingkar Institute
of Management,
Matunga, Mumbai
Evolves Global
School, Vashi, New
Mumbai
Baroda
Management
Association Hall,
Vadodara
Hotel Vits,
Andheri, Mumbai
Sreegith Nayar
Vice President - Programs
Date
22nd Dec 2013
25th Jan 2014
5th Jan 2014
2nd Feb 2014
8th Dec 2013
12th Jan 2014
9th Feb 2014
19th Feb 2014
22nd Dec 2013
11th, 12th, 18th,
19th Jan 2014
Topic
Secrete of Six Sigma Management on
Mumbai Dabbawallah
"ISO 21500- New ISO standard on Project
management."
The changing rules in Software outsourcing
Project Management, Quality, Process
Excellence, Agile Scrum Consulting
Effective Leadership for Project Success
Meeting Project Delivery Challenges
Transitioning to Managed Services
1ST Anniversary Meet : MoV - Project
Management Buzz & Communication
Operations of Engineering Project Company
PMP Certification Training
Presenter
Mr. Raghunath
Ms. Girija Pillai
Mr. Swaminathan
Mr. Ajay Kabra
Dr.Hemjit
Balakrishnan
R. Gopalakrishnan
Shilpa Salunkhe
M/s. Minaxi V,
Utkarsh P, Pramod
Pandey, Pankaj P
Mr. K. Sudhakar,
CEO – L&T
Chiyoda, Vadodara
Mr. Bharat Bhagat
and Team
PMIMC Initiatives -PMP Club Events
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Prakalp - PMI Mumbai Chapter JournalVolume 16 - Issue - February 2014www.prakalponline.com
Membership Benefits of PMI
Activities of PMI Mumbai Chapter
Organizes Weekly talks by industry professionals to share their experiences with the members. These talks
are held at Matunga, Vile Parle, Thane, Vashi, Baroda and Ahmedabad;
Single and multi-day training programs for a range of subjects including, but not limited to, PMP exam,
CAPM exam, MS Project, Soft skills including NLP and Emotional Intelligence;
Quarterly magazine Prakalp, with article written by members;
As a member you can attend most of events free, or at a discounted rate;
Access to the comprehensive library at the Chapter office
Member Resources on PMI Website.
Access to PMI's PathPro®, a career framework - use it to assess your skills and prepare to move ahead
Free digital editions of all PMI standards.
Knowledge sharing and networking opportunities through PMI chapters and communities of practice (COP)
Online access to business and project management books and articles in eReads & Reference
Articles on the Knowledge Shelf, written by your peers and reviewed by a panel of practitioners, to help you
practice project management more effectively
Leadership and volunteer opportunities through PMI communities, certification program, research
program, standards program and other areas
Quality Publications from PMI
PM Network®, a popular monthly publication that covers the project management profession, thought
leaders, news and trends
PMI Today ®, a monthly newsletter focused on Institute news, events, community activities and a column
from the PMI Board of Directors.
Project Management Journal ®, a peer-reviewed research journal that advances the understanding of
project, program and portfolio management.
Community Post, a semimonthly e-newsletter focused on project management knowledge and PMI news.
Manage India - an electronic publication on the practice of project management for members in India.
APAC e-link, Korea e-Link, Latin America e-Link and EMEA e-Link – aregional e-newsletter covering PMI
activities and news in Asia Pacific, Korea, Latin America, Brazil and EMEA (Europe-Middle East-Africa), for
members in those locations.
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