AGENDA

1. IT(es) Project Management:Current and forthcoming ChallengesKey requirements for IT software professionalsDr. S. C. RastogiHead, Project Management Center of Excellence,Satyam Learning Center,Satyam Computer Services Ltd., Hyderabad

2. AGENDA • Growing Demand of PM professionals • Global scenario of IT Projects successes & failures * Some Current Statistics * Reasons for IT projects success * Some commonly identified problems * Project Mgt. vs. Quality Mgt. • Major Gaps between PM education practice & requirements * Sources of PM knowledge :Professional bodies * Sources of PM knowledge :B-Schools &Universities * The Gaps • How to bridge the gaps? * What professional bodies can do! * B-school and Universities

3. Growing Demand of PM professionals • India emerging as a “super power” and it is for us to improve our execution/implementation capabilities • Following is what the FM said in his current Budget speech, for Infrastructure & IT (es) Projects……in the coming time…..

4. Infrastructure Sector • Build roads to connect all villages housing over 1000 persons. • Construct 60 lakhs additional houses for the poor. • Provide drinking water to the 74,000 habitations not covered so far. • Rural Electrification for 1,25,000 villages and offer electric connection to 2.3 crores households. • Give telephone connectivity to the remaining 66,882 villages.

5. IT(ES) Sector Projects • Employment to double by 2008 (currently more than 1 million) • Currently, the industry is experiencing shortage of 15% to 20% appropriate mid-level executives • Assuming 10% of the employed population in ITES industry will be professionals with the role of a project manager/leader, there is a need for an additional 125,000 project managers by 2008in this sector alone

6. Global scenario of IT Projects successes & failures • The Standish Group International, Inc ‘s most often quoted CHAOS statistics are : Based on a total survey of 50,000 IT projects over the years including 9,236 in 2002-03 Failed: means terminated before completion; Challenged means overrun in cost/ time

7. Global scenario of IT Projects successes & failures • Cost Overruns = 45 % (down from 189% in ‘94) • Time overruns = 63 % (down from 222% in ‘94) • Features delivered = 67% (up from 61% in ‘94) • Two of the top Three reasons for this improvement are: * Better Skilled Project Managers * Better PM Tools to monitor & control progress • 97% of the Successful projects had the Experienced Project Manager

8. Reasons for IT projects success Key Reasons for Project Success: • Executive Support • Experienced Project Manager • User Involvement • Clear Business Objectives/ Firm basic reqt. • Formal Methodology (PM Tools helps) • Reliable estimates

9. Some commonly identified problems • Misunderstanding Users Needs • Project Scope is ill-defined • Project Changes are mis-managed • Project Estimates are very inaccurate • Poorly planned Schedule, Tracking & Control • Problem in communications (specially multinational projects) • Inadequate Resource Skills • Teamwork issues (multi-cultural; distributed) • Attrition

10. Project Mgt. vs. Quality Mgt. Typical Question: Is QM a part of PM? Or Is PM a part of QM? Answer to both is ‘YES’ ! How do we integrate this?? * Put Project and Quality Management under the umbrella of an Enterprise Project Management (EPM) structure * Include Project Management concepts (scope, time, cost etc), tools and techniques in Six Sigma Training * Include SDLC concepts into PM processes

11. Major GAPS between PM education practice & requirements IT PM Education must focus on following Knowledge & Skills • Software Development Processes: • Project Risk management • Project Scope management • Project Cost & budgeting Management • Project Time management: Planning, Scheduling, Tracking & Monitoring, controlling • Project Communication Management • Project HR management • Project Quality Management • Project Procurement management • Project Estimation methods

12. Major GAPS between PM education practice & requirements IT PM Education must focus on following additional Knowledge & Skills • Project management Tools • Managing Multiple Projects • Program & Project Portfolio Management • Setting up PMO • Enterprise-wide Project Management • Earned Value Management Systems • Project Productivity improvement methods (TOC, 6Sigma, Extreme programming etc etc..) • Project Requirement engineering • Cross-cultural sensitization etc. etc.

13. Sources of PM knowledge :Professional bodies • Following Professional bodies are offering formal knowledge input and certification for developing competency in Project Management • PMI- Project Management Institute, USA (having about 100,000 PMP certified professionals globally, but only about 3,500 in India) • IPMA- International Proj. Mgt. Association, (IPMA level A,B,C, D certification) • APM Group, UK – PRINCE2 certification • AIPM- Australian Institute of Project Mgt etc. • Normally just 40 hours of input thru’ Registered Education Providers + exam preparation

14. Sources of PM knowledge :B-Schools &Universities • India: Out of the Top 10 B-School only 1 offers as 1 core subject, and 6 offer only 1-2 electives in Project management • USA: About 30 Universities offer MBA level Project management courses . Some (like Stanford Univ) offer 6 full semester courses Executive education

15. How to bridge the gaps?

16. What professional bodies/ industries can do! • At University level create awareness among students thru’ workshops/ projects/ awards etc. etc. (like PMI-PCC, Hyderabad chapter did for 1572 students in Engg. Colleges in 10 cities in AP, Karnataka, Tamilnadu & Kerala) • At PG level, offer joint Electives/ train Professors in PM courses (like PMI-PCC, Hyderabad Chapter did in IIIT, Hyderabad) • Train their own Project managers/ prospective Project managers in the specialized skills (like Satyam has just developed Satyam Project Management, integrating SDLC & PMI processes, specific to IT industry)

17. B-school and Universities • Develop Electives and Core courses in association with the Industries, may be thru professional bodies like PMI, IPMA, APM etc, or other USA-based B-schools and Universities • Promote the need of PM courses in the light of the MASSIVE demand in the country, as well as the ‘extra income opportunity’ it offers. (in USA an trained Project Manager earns 14% more than an untrained one)

18. The Time Has Come…. • To change the current PM practice in India from its roots • To recognize the need for a formal education in PM • To appreciate the value of effective and efficient PM in the use of scarce resources of a nation like India. • For our PM Professional Bodies & Top Management schools to take the lead in giving PM discipline an independent status

19. Summary • Growing Demand of PM professionals • Global scenario of IT Projects successes & failures * Some Current Statistics * Reasons for IT projects success * Some commonly identified problems * Project Mgt. vs. Quality Mgt. • Major GAPS between PM education practice & requirements * Sources of PM knowledge :Professional bodies * Sources of PM knowledge :B-Schools &Universities * The Gaps • How to bridge the gaps? * What professional bodies can do! (PMI-PCC, Hyd) * B-school and Universities

20. Acknowledgements • Prof Ajay Parasrampuria & Mr Gautam Desai, “Project Management Education in India: A business School perspective”,Gyan Lahari, APAC conference PMI-PCC, Hyd chapter, 2005 • 2004 Third Quarter research report, CHAOS Demographics, The Standish group, USA • Extreme Chaos, The Standish group international, USA, research report 2001 • P Seenivasan & others “ PMCDP for students community-an update” reported at Gyan Lahari, APAC conference during PMI-PCC, Hyd chapter. 2005

21. Questions & Suggestions