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Management

Projects & Profits

October '08

Regular Features
News Roundup Case Study Interview	Research Summary Book Review Book Shelf

Articles

SPECIAL ISSUE

Adopting and Implementing Team Software Process : Impact, Challenges and Lessons

-- Matham Krishna Kumar

As organizations strive to achieve better success rate in software development projects and move further up on the software development maturity scale, process models are being adopted or overlaid onto existing project management frameworks to help engineering teams effectively build and deliver software products. Team Software Process (TSP), the service mark of the Carnegie Mellon University, is one such process model which is being explored and scrutinized for institutionalizing disciplined methods and practices. This article presents an implementation perspective of TSP and its processual impact from a project management standpoint.

© 2008 Progressive Ventures. This article was first presented as a part of ProV Conference on Project Management & Leadership 2008 by Progressive Ventures (www.proventuresindia.com) at Hyderabad, India. Reprinted with permission.

SPECIAL ISSUE

Complementing Project Management with Contemporary Philosophies

-- Krishna V R Muppavarapu

Engineering a robust interaction between the project management principles set forth by PMBOK® and contemporary practices like Six Sigma /TOC (Theory of Constraints), can actually yield rich dividends to organizations. In a complex world of rapidly converging technologies, philosophies and ideas, we often see that there is a synergistic overlap between project management and contemporary practices. The rigorousness and comprehensiveness of project management make it a self-evolving philosophy that keeps enriching itself by continuously imbibing the goodness of contemporary practices. Philosophies like Six Sigma and TOC play a great complementary role in project management and have maintained their relevance because of their inherent strong focus on problem-solving and objectivity.

SPECIAL ISSUE

Best Practices Used on the Application Support Engagement Project

-- Gautam Gangoli

The Application Support Engagement Project is supporting JDE EnterpriseOne 8.11 (8.11) and Oneworld XE (XE) instances covering Functional, Technical and CNC (System Administration) areas for a Fortune 500, Oil & Gas Giant on the modules of HR, Enterprise Asset Management (EAM), Finance, Job Cost and Supply Chain Management (SCM). The complexities of this project include— supporting users spread across 11 countries across the globe. A total of 120 environments with 12000 users across 17 Strategic Business Units (SBUs) is supported. Apart from language and communication barriers, user's computer literacy is also a problem. In some locations, two versions of the instances—XE and 8.11 coexist, increasing the complexity of the project.

Building and Sustaining a Project Management Culture in an Organization

-- P Subramanian, PMP

Building a project management culture in an organization entails a new set of behavior and the key to this is the acceptance of project management as a strategic competency rather than just a tactical one. The role of senior management is crucial to the success of this culture; also factors such as alignment to existing organizational structures, readiness of leadership to embrace and implement this change in a consistent manner and a vision of how the project- based organization will function and deliver, often make the difference between success and failure of project management initiatives.

SPECIAL ISSUE

Project Management Challenges in Research and Development Projects

-- Abhishek Mittal and P Subramanian

Research and Development (R&D) activities are by nature risky and pose additional challenges in a highly regulated and dynamic pharmaceutical industry, as the R&D projects are extremely complex, costly, time-consuming and probability of failure is high. This paper attempts to highlight the various challenges faced by project managers in managing R&D projects. One of the key challenges for project management in this environment is to effectively find the answer to whether scientific research can be managed using project management.

SPECIAL ISSUE

Promoting Project/Program Management in Indian Academia Through Service-Oriented Collaborative Forums

-- Balarama K Varanasi

`Industry-Academia Gap' refers to the inability of the colleges to generate graduates with skills sought by the industry. MNCs have a reliable internal training system to cope up with the gap and most of them also strive to engage the academia through sponsorship of student activities and student/faculty training programs. Interestingly, small companies, voluntary organizations and start-ups (entrepreneurial initiatives) are also affected by the lack of skills of the students. In addition, these organizations don't have money to sponsor extravagant student activities. Their inability to engage the students and job aspirants is manifesting as a new problem where the job aspirants who don't get jobs in MNCs also lack aptitude to serve small companies, voluntary organizations and start-ups.

SPECIAL ISSUE

Think Through Project Management

-- Ms. Sheshu Kocherlakota

If you are planning to introduce project management in your organization, you must prepare the ground well in advance to well known, but often ignored pitfalls. The biggest snag is the workforce of the organization that doesn't want its cheese to be moved. The advantages of managing by projects are many and a little preparation in advance on the human aspects will bring in manifold benefits for all. Here are the lessons learned from working in a project mode in an organization that has no exposure to project management concept.

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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management

Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.

International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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